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DIRECTIONS for questions: Each of the following questions has a paragraph which is followed by four alternative summaries. Choose the alternative that best captures the essence of the paragraph.
When Thomas Steitz, Ada Yonath, and Venkatraman Ramakrishnan were jointly awarded the Nobel Prize in Chemistry for their research, in 2009, they acknowledged a debt. Without the work of two of the Physics Laureates that year, the chemists would have lacked the CCD detectors, or high-quality imaging hardware, they used to model and image ribosomes, sites of protein synthesis within a cell. Collaboration in science has become commonplace today, and we’re seeing the benefits. But many of its fruits are unintended. As Ramakrishnan points out, inventions in one discipline can build on – and spur – basic research in many others, often unwittingly. It’s a virtuous cycle, and scientists take joy in exploiting all of it. “Scientists are very promiscuous,” he says, “and the good ones are the most promiscuous.”
  • a)
    Collaboration has unexpected windfalls in that inventions in one discipline of science trigger research in other disciplines, and good scientists know how to exploit that.
  • b)
    There is a certain level of promiscuity that good scientists involve in when they unwittingly exploit inventions in other disciplines for their own gain.
  • c)
    Scientists can find success only by willingly exploiting developments in other disciplines of science.
  • d)
    Nobel Prize winners often benefit from path breaking work in other disciplines of science and it is only justified that they acknowledge the debt of collaboration.
Correct answer is option 'A'. Can you explain this answer?
Verified Answer
DIRECTIONS for questions: Each of the following questions has a parag...
Ideas mentioned in the para
1. Collaboration is important and common in science.
2. However, not all consequences are intentional.
3. Developments in one field trigger developments in another, unintentionally.
4. Good scientists are promiscuous enough to exploit all those developments.
Option A: Collaboration (Point 1) has unexpected windfalls (Point 2) in that inventions in one discipline of science trigger research in other disciplines (Point 3), and good scientists know how to exploit that (Point 4). All the ideas have been represented in the passage. Hence, Option A is the answer.
Option B: Only point 4 is mentioned. Also, good scientists don't exploit developments unwittingly’. They do it deliberately. Hence, Option B is easy to eliminate.
Option C: There is misrepresentation of information because of the dependency of the two events. Good scientists exploit developments in science. We cannot reverse it to say scientists can find success only by exploiting developments. Hence, Option C can be eliminated.
Option D: Narrowing the moral down to just Nobel Prize winners is incorrect. Also, the para changes the essence and focuses on how acknowledging the importance of other developments is more important. The idea of the para was not the importance of acknowledgment (it was only mentioned as part of an example) but the importance of collaboration. Hence, Option D is not the answer.
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Most Upvoted Answer
DIRECTIONS for questions: Each of the following questions has a parag...
Explanation:

Collaboration Benefits in Science:
- The paragraph highlights the importance of collaboration in science, as evidenced by the Nobel Prize winners acknowledging the contribution of Physics Laureates to their research.
- It mentions how inventions in one discipline can lead to advancements in other disciplines, creating a virtuous cycle of progress in science.

Exploiting Developments in Other Disciplines:
- The summary captures the essence of scientists benefiting from inventions in different fields and how they can leverage these developments for their own research.
- It emphasizes the idea that good scientists are adept at recognizing and utilizing advancements in other disciplines to drive their own work forward.
Therefore, option (a) is the best summary as it encapsulates the idea that collaboration in science leads to unexpected windfalls as inventions in one discipline can trigger research in others, and scientists who exploit these developments are the most successful.
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Answer the questions based on the passage given below.Collaboration is taking over the workplace. As business becomes increasingly global and cross-functional, silos are breaking down, connectivity is increasing, and teamwork is seen as a key to organizational success. Certainly, we find much to applaud in these developments.However, when consumption of a valuable resource spikes that dramatically, it should also give us pause. Consider a typical week in your own organization. How much time do people spend in meetings, on the phone, and responding to e-mails? At many companies the proportion hovers around 80%, leaving employees little time for all the critical work they must complete on their own. Performance suffers as they are buried under an avalanche of requests for input or advice, access to resources, or attendance at a meeting. They take assignments home, and soon, according to a large body of evidence on stress, burnout and turnover become real risks. As a recent study led by Ning Li, of the University of Iowa, shows, a single “extra miler”-an employee who frequently contributes beyond the scope of his or her role-can drive team performance more than all the other members combined.But this “escalating citizenship,” as the University of Oklahoma professor Mark Bolino calls it, only further fuels the demands placed on top collaborators. We find that what starts as a virtuous cycle soon turns vicious. Soon helpful employees become institutional bottlenecks: Work doesn’t progress until they’ve weighed in. Worse, they are so overtaxed that they’re no longer personally effective. And more often than not, the volume and diversity of work they do to benefit others goes unnoticed, because the requests are coming from other units, varied offices, or even multiple companies. In fact, when we use network analysis to identify the strongest collaborators in organizations, leaders are typically surprised by at least half the names on their lists. In our quest to reap the rewards of collaboration, we have inadvertently created open markets for it without recognizing the costs. First, it’s important to distinguish among the three types of “collaborative resources” that individual employees invest in others to create value: informational, social, and personal. Informational resources are knowledge and skills—expertise that can be recorded and passed on. Social resources involve one’s awareness, access, and position in a network, which can be used to help colleagues better collaborate with one another. Personal resources include one’s own time and energy.These three resource types are not equally efficient. Informational and social resources can be shared—often in a single exchange—without depleting the collaborator’s supply. That is, when I offer you knowledge or network awareness, I also retain it for my own use. But an individual employee’s time and energy are finite, so each request to participate in or approve decisions for a project leaves less available for that person’s own work.Unfortunately, personal resources are often the default demand when people want to collaborate. Instead of asking for specific informational or social resources—or better yet, searching in existing repositories such as reports or knowledge libraries—people ask for hands-on assistance they may not even need. An exchange that might have taken five minutes or less turns into a 30-minute calendar invite that strains personal resources on both sides of the request.Collaboration is indeed the answer to many of today’s most pressing business challenges. But more isn’t always better. Leaders must learn to recognize, promote, and efficiently distribute the right kinds of collaborative work, or their teams and top talent will bear the costs of too much demand for too little supply. In fact, we believe that the time may have come for organizations to hire chief collaboration officers. By creating a senior executive position dedicated to collaboration, leaders can send a clear signal about the importance of managing teamwork thoughtfully and provide the resources necessary to do it effectively. That might reduce the odds that the whole becomes far less than the sum of its parts.Q. Which of the following is the most appropriate title for the passage?

Group QuestionAnswer the questions based on the passage given below.Collaboration is taking over the workplace. As business becomes increasingly global and cross-functional, silos are breaking down, connectivity is increasing, and teamwork is seen as a key to organizational success. Certainly, we find much to applaud in these developments.However, when consumption of a valuable resource spikes that dramatically, it should also give us pause. Consider a typical week in your own organization. How much time do people spend in meetings, on the phone, and responding to e-mails? At many companies the proportion hovers around 80%, leaving employees little time for all the critical work they must complete on their own. Performance suffers as they are buried under an avalanche of requests for input or advice, access to resources, or attendance at a meeting. They take assignments home, and soon, according to a large body of evidence on stress, burnout and turnover become real risks. As a recent study led by Ning Li, of the University of Iowa, shows, a single extra miler-an employee who frequently contributes beyond the scope of his or her role-can drive team performance more than all the other members combined.But this escalating citizenship, as the University of Oklahoma professor Mark Bolino calls it, only further fuels the demands placed on top collaborators. We find that what starts as a virtuous cycle soon turns vicious. Soon helpful employees become institutional bottlenecks: Work doesnt progress until theyve weighed in. Worse, they are so overtaxed that theyre no longer personally effective. And more often than not, the volume and diversity of work they do to benefit others goes unnoticed, because the requests are coming from other units, varied offices, or even multiple companies. In fact, when we use network analysis to identify the strongest collaborators in organizations, leaders are typically surprised by at least half the names on their lists. In our quest to reap the rewards of collaboration, we have inadvertently created open markets for it without recognizing the costs. First, its important to distinguish among the three types of collaborative resources that individual employees invest in others to create value: informational, social, and personal. Informational resources are knowledge and skillsexpertise that can be recorded and passed on. Social resources involve ones awareness, access, and position in a network, which can be used to help colleagues better collaborate with one another. Personal resources include ones own time and energy.These three resource types are not equally efficient. Informational and social resources can be sharedoften in a single exchangewithout depleting the collaborators supply. That is, when I offer you knowledge or network awareness, I also retain it for my own use. But an individual employees time and energy are finite, so each request to participate in or approve decisions for a project leaves less available for that persons own work.Unfortunately, personal resources are often the default demand when people want to collaborate. Instead of asking for specific informational or social resourcesor better yet, searching in existing repositories such as reports or knowledge librariespeople ask for hands-on assistance they may not even need. An exchange that might have taken five minutes or less turns into a 30-minute calendar invite that strains personal resources on both sides of the request.Collaboration is indeed the answer to many of todays most pressing business challenges. But more isnt always better. Leaders must learn to recognize, promote, and efficiently distribute the right kinds of collaborative work, or their teams and top talent will bear the costs of too much demand for too little supply. In fact, we believe that the time may have come for organizations to hire chief collaboration officers. By creating a senior executive position dedicated to collaboration, leaders can send a clear signal about the importance of managing teamwork thoughtfully and provide the resources necessary to do it effectively. That might reduce the odds that the whole becomes far less than the sum of its parts.Q. Which of the following is the most appropriate title for the passage?

Answer the questions based on the passage given below.Collaboration is taking over the workplace. As business becomes increasingly global and cross-functional, silos are breaking down, connectivity is increasing, and teamwork is seen as a key to organizational success. Certainly, we find much to applaud in these developments.However, when consumption of a valuable resource spikes that dramatically, it should also give us pause. Consider a typical week in your own organization. How much time do people spend in meetings, on the phone, and responding to e-mails? At many companies the proportion hovers around 80%, leaving employees little time for all the critical work they must complete on their own. Performance suffers as they are buried under an avalanche of requests for input or advice, access to resources, or attendance at a meeting. They take assignments home, and soon, according to a large body of evidence on stress, burnout and turnover become real risks. As a recent study led by Ning Li, of the University of Iowa, shows, a single “extra miler”-an employee who frequently contributes beyond the scope of his or her role-can drive team performance more than all the other members combined.But this “escalating citizenship,” as the University of Oklahoma professor Mark Bolino calls it, only further fuels the demands placed on top collaborators. We find that what starts as a virtuous cycle soon turns vicious. Soon helpful employees become institutional bottlenecks: Work doesn’t progress until they’ve weighed in. Worse, they are so overtaxed that they’re no longer personally effective. And more often than not, the volume and diversity of work they do to benefit others goes unnoticed, because the requests are coming from other units, varied offices, or even multiple companies. In fact, when we use network analysis to identify the strongest collaborators in organizations, leaders are typically surprised by at least half the names on their lists. In our quest to reap the rewards of collaboration, we have inadvertently created open markets for it without recognizing the costs. First, it’s important to distinguish among the three types of “collaborative resources” that individual employees invest in others to create value: informational, social, and personal. Informational resources are knowledge and skills—expertise that can be recorded and passed on. Social resources involve one’s awareness, access, and position in a network, which can be used to help colleagues better collaborate with one another. Personal resources include one’s own time and energy.These three resource types are not equally efficient. Informational and social resources can be shared—often in a single exchange—without depleting the collaborator’s supply. That is, when I offer you knowledge or network awareness, I also retain it for my own use. But an individual employee’s time and energy are finite, so each request to participate in or approve decisions for a project leaves less available for that person’s own work.Unfortunately, personal resources are often the default demand when people want to collaborate. Instead of asking for specific informational or social resources—or better yet, searching in existing repositories such as reports or knowledge libraries—people ask for hands-on assistance they may not even need. An exchange that might have taken five minutes or less turns into a 30-minute calendar invite that strains personal resources on both sides of the request.Collaboration is indeed the answer to many of today’s most pressing business challenges. But more isn’t always better. Leaders must learn to recognize, promote, and efficiently distribute the right kinds of collaborative work, or their teams and top talent will bear the costs of too much demand for too little supply. In fact, we believe that the time may have come for organizations to hire chief collaboration officers. By creating a senior executive position dedicated to collaboration, leaders can send a clear signal about the importance of managing teamwork thoughtfully and provide the resources necessary to do it effectively. That might reduce the odds that the whole becomes far less than the sum of its parts.Q. According to the author, which of the following “collaborative resources” can be shared often in a single exchange?

Collaboration is taking over the workplace. As business becomes increasingly global and cross-functional, silos are breaking down, connectivity is increasing, and teamwork is seen as a key to organizational success. Certainly, we find much to applaud in these developments.However, when consumption of a valuable resource spikes that dramatically, it should also give us pause. Consider a typical week in your own organization. How much time do people spend in meetings, on the phone, and responding to e-mails? At many companies the proportion hovers around 80%, leaving employees little time for all the critical work they must complete on their own. Performance suffers as they are buried under an avalanche of requests for input or advice, access to resources, or attendance at a meeting. They take assignments home, and soon, according to a large body of evidence on stress, burnout and turnover become real risks. As a recent study led by Ning Li, of the University of Iowa, shows, a single extra miler-an employee who frequently contributes beyond the scope of his or her role-can drive team performance more than all the other members combined.But this escalating citizenship, as the University of Oklahoma professor Mark Bolino calls it, only further fuels the demands placed on top collaborators. We find that what starts as a virtuous cycle soon turns vicious. Soon helpful employees become institutional bottlenecks: Work doesnt progress until theyve weighed in. Worse, they are so overtaxed that theyre no longer personally effective. And more often than not, the volume and diversity of work they do to benefit others goes unnoticed, because the requests are coming from other units, varied offices, or even multiple companies. In fact, when we use network analysis to identify the strongest collaborators in organizations, leaders are typically surprised by at least half the names on their lists. In our quest to reap the rewards of collaboration, we have inadvertently created open markets for it without recognizing the costs. First, its important to distinguish among the three types of collaborative resources that individual employees invest in others to create value: informational, social, and personal. Informational resources are knowledge and skillsexpertise that can be recorded and passed on. Social resources involve ones awareness, access, and position in a network, which can be used to help colleagues better collaborate with one another. Personal resources include ones own time and energy.These three resource types are not equally efficient. Informational and social resources can be sharedoften in a single exchangewithout depleting the collaborators supply. That is, when I offer you knowledge or network awareness, I also retain it for my own use. But an individual employees time and energy are finite, so each request to participate in or approve decisions for a project leaves less available for that persons own work.Unfortunately, personal resources are often the default demand when people want to collaborate. Instead of asking for specific informational or social resourcesor better yet, searching in existing repositories such as reports or knowledge librariespeople ask for hands-on assistance they may not even need. An exchange that might have taken five minutes or less turns into a 30-minute calendar invite that strains personal resources on both sides of the request.Collaboration is indeed the answer to many of todays most pressing business challenges. But more isnt always better. Leaders must learn to recognize, promote, and efficiently distribute the right kinds of collaborative work, or their teams and top talent will bear the costs of too much demand for too little supply. In fact, we believe that the time may have come for organizations to hire chief collaboration officers. By creating a senior executive position dedicated to collaboration, leaders can send a clear signal about the importance of managing teamwork thoughtfully and provide the resources necessary to do it effectively. That might reduce the odds that the whole becomes far less than the sum of its parts.Q. According to the author, which of the following collaborative resources can be shared often in a single exchange?

Answer the questions based on the passage given below.Collaboration is taking over the workplace. As business becomes increasingly global and cross-functional, silos are breaking down, connectivity is increasing, and teamwork is seen as a key to organizational success. Certainly, we find much to applaud in these developments.However, when consumption of a valuable resource spikes that dramatically, it should also give us pause. Consider a typical week in your own organization. How much time do people spend in meetings, on the phone, and responding to e-mails? At many companies the proportion hovers around 80%, leaving employees little time for all the critical work they must complete on their own. Performance suffers as they are buried under an avalanche of requests for input or advice, access to resources, or attendance at a meeting. They take assignments home, and soon, according to a large body of evidence on stress, burnout and turnover become real risks. As a recent study led by Ning Li, of the University of Iowa, shows, a single “extra miler”-an employee who frequently contributes beyond the scope of his or her role-can drive team performance more than all the other members combined.But this “escalating citizenship,” as the University of Oklahoma professor Mark Bolino calls it, only further fuels the demands placed on top collaborators. We find that what starts as a virtuous cycle soon turns vicious. Soon helpful employees become institutional bottlenecks: Work doesn’t progress until they’ve weighed in. Worse, they are so overtaxed that they’re no longer personally effective. And more often than not, the volume and diversity of work they do to benefit others goes unnoticed, because the requests are coming from other units, varied offices, or even multiple companies. In fact, when we use network analysis to identify the strongest collaborators in organizations, leaders are typically surprised by at least half the names on their lists. In our quest to reap the rewards of collaboration, we have inadvertently created open markets for it without recognizing the costs. First, it’s important to distinguish among the three types of “collaborative resources” that individual employees invest in others to create value: informational, social, and personal. Informational resources are knowledge and skills—expertise that can be recorded and passed on. Social resources involve one’s awareness, access, and position in a network, which can be used to help colleagues better collaborate with one another. Personal resources include one’s own time and energy.These three resource types are not equally efficient. Informational and social resources can be shared—often in a single exchange—without depleting the collaborator’s supply. That is, when I offer you knowledge or network awareness, I also retain it for my own use. But an individual employee’s time and energy are finite, so each request to participate in or approve decisions for a project leaves less available for that person’s own work.Unfortunately, personal resources are often the default demand when people want to collaborate. Instead of asking for specific informational or social resources—or better yet, searching in existing repositories such as reports or knowledge libraries—people ask for hands-on assistance they may not even need. An exchange that might have taken five minutes or less turns into a 30-minute calendar invite that strains personal resources on both sides of the request.Collaboration is indeed the answer to many of today’s most pressing business challenges. But more isn’t always better. Leaders must learn to recognize, promote, and efficiently distribute the right kinds of collaborative work, or their teams and top talent will bear the costs of too much demand for too little supply. In fact, we believe that the time may have come for organizations to hire chief collaboration officers. By creating a senior executive position dedicated to collaboration, leaders can send a clear signal about the importance of managing teamwork thoughtfully and provide the resources necessary to do it effectively. That might reduce the odds that the whole becomes far less than the sum of its parts.Q. Which of the collaborative resources is the conventional choice of people when they want to collaborate?

DIRECTIONS for questions: Each of the following questions has a paragraph which is followed by four alternative summaries. Choose the alternative that best captures the essence of the paragraph.When Thomas Steitz, Ada Yonath, and Venkatraman Ramakrishnan were jointly awarded the Nobel Prize in Chemistry for their research, in 2009, they acknowledged a debt. Without the work of two of the Physics Laureates that year, the chemists would have lacked the CCD detectors, or high-quality imaging hardware, they used to model and image ribosomes, sites of protein synthesis within a cell. Collaboration in science has become commonplace today, and we’re seeing the benefits. But many of its fruits are unintended. As Ramakrishnan points out, inventions in one discipline can build on – and spur – basic research in many others, often unwittingly. It’s a virtuous cycle, and scientists take joy in exploiting all of it. “Scientists are very promiscuous,” he says, “and the good ones are the most promiscuous.”a)Collaboration has unexpected windfalls in that inventions in one discipline of science trigger research in other disciplines, and good scientists know how to exploit that.b)There is a certain level of promiscuity that good scientists involve in when they unwittingly exploit inventions in other disciplines for their own gain.c)Scientists can find success only by willingly exploiting developments in other disciplines of science.d)Nobel Prize winners often benefit from path breaking work in other disciplines of science and it is only justified that they acknowledge the debt of collaboration.Correct answer is option 'A'. Can you explain this answer?
Question Description
DIRECTIONS for questions: Each of the following questions has a paragraph which is followed by four alternative summaries. Choose the alternative that best captures the essence of the paragraph.When Thomas Steitz, Ada Yonath, and Venkatraman Ramakrishnan were jointly awarded the Nobel Prize in Chemistry for their research, in 2009, they acknowledged a debt. Without the work of two of the Physics Laureates that year, the chemists would have lacked the CCD detectors, or high-quality imaging hardware, they used to model and image ribosomes, sites of protein synthesis within a cell. Collaboration in science has become commonplace today, and we’re seeing the benefits. But many of its fruits are unintended. As Ramakrishnan points out, inventions in one discipline can build on – and spur – basic research in many others, often unwittingly. It’s a virtuous cycle, and scientists take joy in exploiting all of it. “Scientists are very promiscuous,” he says, “and the good ones are the most promiscuous.”a)Collaboration has unexpected windfalls in that inventions in one discipline of science trigger research in other disciplines, and good scientists know how to exploit that.b)There is a certain level of promiscuity that good scientists involve in when they unwittingly exploit inventions in other disciplines for their own gain.c)Scientists can find success only by willingly exploiting developments in other disciplines of science.d)Nobel Prize winners often benefit from path breaking work in other disciplines of science and it is only justified that they acknowledge the debt of collaboration.Correct answer is option 'A'. Can you explain this answer? for CAT 2024 is part of CAT preparation. The Question and answers have been prepared according to the CAT exam syllabus. Information about DIRECTIONS for questions: Each of the following questions has a paragraph which is followed by four alternative summaries. Choose the alternative that best captures the essence of the paragraph.When Thomas Steitz, Ada Yonath, and Venkatraman Ramakrishnan were jointly awarded the Nobel Prize in Chemistry for their research, in 2009, they acknowledged a debt. Without the work of two of the Physics Laureates that year, the chemists would have lacked the CCD detectors, or high-quality imaging hardware, they used to model and image ribosomes, sites of protein synthesis within a cell. Collaboration in science has become commonplace today, and we’re seeing the benefits. But many of its fruits are unintended. As Ramakrishnan points out, inventions in one discipline can build on – and spur – basic research in many others, often unwittingly. It’s a virtuous cycle, and scientists take joy in exploiting all of it. “Scientists are very promiscuous,” he says, “and the good ones are the most promiscuous.”a)Collaboration has unexpected windfalls in that inventions in one discipline of science trigger research in other disciplines, and good scientists know how to exploit that.b)There is a certain level of promiscuity that good scientists involve in when they unwittingly exploit inventions in other disciplines for their own gain.c)Scientists can find success only by willingly exploiting developments in other disciplines of science.d)Nobel Prize winners often benefit from path breaking work in other disciplines of science and it is only justified that they acknowledge the debt of collaboration.Correct answer is option 'A'. Can you explain this answer? covers all topics & solutions for CAT 2024 Exam. Find important definitions, questions, meanings, examples, exercises and tests below for DIRECTIONS for questions: Each of the following questions has a paragraph which is followed by four alternative summaries. Choose the alternative that best captures the essence of the paragraph.When Thomas Steitz, Ada Yonath, and Venkatraman Ramakrishnan were jointly awarded the Nobel Prize in Chemistry for their research, in 2009, they acknowledged a debt. Without the work of two of the Physics Laureates that year, the chemists would have lacked the CCD detectors, or high-quality imaging hardware, they used to model and image ribosomes, sites of protein synthesis within a cell. Collaboration in science has become commonplace today, and we’re seeing the benefits. But many of its fruits are unintended. As Ramakrishnan points out, inventions in one discipline can build on – and spur – basic research in many others, often unwittingly. It’s a virtuous cycle, and scientists take joy in exploiting all of it. “Scientists are very promiscuous,” he says, “and the good ones are the most promiscuous.”a)Collaboration has unexpected windfalls in that inventions in one discipline of science trigger research in other disciplines, and good scientists know how to exploit that.b)There is a certain level of promiscuity that good scientists involve in when they unwittingly exploit inventions in other disciplines for their own gain.c)Scientists can find success only by willingly exploiting developments in other disciplines of science.d)Nobel Prize winners often benefit from path breaking work in other disciplines of science and it is only justified that they acknowledge the debt of collaboration.Correct answer is option 'A'. Can you explain this answer?.
Solutions for DIRECTIONS for questions: Each of the following questions has a paragraph which is followed by four alternative summaries. Choose the alternative that best captures the essence of the paragraph.When Thomas Steitz, Ada Yonath, and Venkatraman Ramakrishnan were jointly awarded the Nobel Prize in Chemistry for their research, in 2009, they acknowledged a debt. Without the work of two of the Physics Laureates that year, the chemists would have lacked the CCD detectors, or high-quality imaging hardware, they used to model and image ribosomes, sites of protein synthesis within a cell. Collaboration in science has become commonplace today, and we’re seeing the benefits. But many of its fruits are unintended. As Ramakrishnan points out, inventions in one discipline can build on – and spur – basic research in many others, often unwittingly. It’s a virtuous cycle, and scientists take joy in exploiting all of it. “Scientists are very promiscuous,” he says, “and the good ones are the most promiscuous.”a)Collaboration has unexpected windfalls in that inventions in one discipline of science trigger research in other disciplines, and good scientists know how to exploit that.b)There is a certain level of promiscuity that good scientists involve in when they unwittingly exploit inventions in other disciplines for their own gain.c)Scientists can find success only by willingly exploiting developments in other disciplines of science.d)Nobel Prize winners often benefit from path breaking work in other disciplines of science and it is only justified that they acknowledge the debt of collaboration.Correct answer is option 'A'. Can you explain this answer? in English & in Hindi are available as part of our courses for CAT. Download more important topics, notes, lectures and mock test series for CAT Exam by signing up for free.
Here you can find the meaning of DIRECTIONS for questions: Each of the following questions has a paragraph which is followed by four alternative summaries. Choose the alternative that best captures the essence of the paragraph.When Thomas Steitz, Ada Yonath, and Venkatraman Ramakrishnan were jointly awarded the Nobel Prize in Chemistry for their research, in 2009, they acknowledged a debt. Without the work of two of the Physics Laureates that year, the chemists would have lacked the CCD detectors, or high-quality imaging hardware, they used to model and image ribosomes, sites of protein synthesis within a cell. Collaboration in science has become commonplace today, and we’re seeing the benefits. But many of its fruits are unintended. As Ramakrishnan points out, inventions in one discipline can build on – and spur – basic research in many others, often unwittingly. It’s a virtuous cycle, and scientists take joy in exploiting all of it. “Scientists are very promiscuous,” he says, “and the good ones are the most promiscuous.”a)Collaboration has unexpected windfalls in that inventions in one discipline of science trigger research in other disciplines, and good scientists know how to exploit that.b)There is a certain level of promiscuity that good scientists involve in when they unwittingly exploit inventions in other disciplines for their own gain.c)Scientists can find success only by willingly exploiting developments in other disciplines of science.d)Nobel Prize winners often benefit from path breaking work in other disciplines of science and it is only justified that they acknowledge the debt of collaboration.Correct answer is option 'A'. Can you explain this answer? defined & explained in the simplest way possible. Besides giving the explanation of DIRECTIONS for questions: Each of the following questions has a paragraph which is followed by four alternative summaries. Choose the alternative that best captures the essence of the paragraph.When Thomas Steitz, Ada Yonath, and Venkatraman Ramakrishnan were jointly awarded the Nobel Prize in Chemistry for their research, in 2009, they acknowledged a debt. Without the work of two of the Physics Laureates that year, the chemists would have lacked the CCD detectors, or high-quality imaging hardware, they used to model and image ribosomes, sites of protein synthesis within a cell. Collaboration in science has become commonplace today, and we’re seeing the benefits. But many of its fruits are unintended. As Ramakrishnan points out, inventions in one discipline can build on – and spur – basic research in many others, often unwittingly. It’s a virtuous cycle, and scientists take joy in exploiting all of it. “Scientists are very promiscuous,” he says, “and the good ones are the most promiscuous.”a)Collaboration has unexpected windfalls in that inventions in one discipline of science trigger research in other disciplines, and good scientists know how to exploit that.b)There is a certain level of promiscuity that good scientists involve in when they unwittingly exploit inventions in other disciplines for their own gain.c)Scientists can find success only by willingly exploiting developments in other disciplines of science.d)Nobel Prize winners often benefit from path breaking work in other disciplines of science and it is only justified that they acknowledge the debt of collaboration.Correct answer is option 'A'. Can you explain this answer?, a detailed solution for DIRECTIONS for questions: Each of the following questions has a paragraph which is followed by four alternative summaries. Choose the alternative that best captures the essence of the paragraph.When Thomas Steitz, Ada Yonath, and Venkatraman Ramakrishnan were jointly awarded the Nobel Prize in Chemistry for their research, in 2009, they acknowledged a debt. Without the work of two of the Physics Laureates that year, the chemists would have lacked the CCD detectors, or high-quality imaging hardware, they used to model and image ribosomes, sites of protein synthesis within a cell. Collaboration in science has become commonplace today, and we’re seeing the benefits. But many of its fruits are unintended. As Ramakrishnan points out, inventions in one discipline can build on – and spur – basic research in many others, often unwittingly. It’s a virtuous cycle, and scientists take joy in exploiting all of it. “Scientists are very promiscuous,” he says, “and the good ones are the most promiscuous.”a)Collaboration has unexpected windfalls in that inventions in one discipline of science trigger research in other disciplines, and good scientists know how to exploit that.b)There is a certain level of promiscuity that good scientists involve in when they unwittingly exploit inventions in other disciplines for their own gain.c)Scientists can find success only by willingly exploiting developments in other disciplines of science.d)Nobel Prize winners often benefit from path breaking work in other disciplines of science and it is only justified that they acknowledge the debt of collaboration.Correct answer is option 'A'. Can you explain this answer? has been provided alongside types of DIRECTIONS for questions: Each of the following questions has a paragraph which is followed by four alternative summaries. Choose the alternative that best captures the essence of the paragraph.When Thomas Steitz, Ada Yonath, and Venkatraman Ramakrishnan were jointly awarded the Nobel Prize in Chemistry for their research, in 2009, they acknowledged a debt. Without the work of two of the Physics Laureates that year, the chemists would have lacked the CCD detectors, or high-quality imaging hardware, they used to model and image ribosomes, sites of protein synthesis within a cell. Collaboration in science has become commonplace today, and we’re seeing the benefits. But many of its fruits are unintended. As Ramakrishnan points out, inventions in one discipline can build on – and spur – basic research in many others, often unwittingly. It’s a virtuous cycle, and scientists take joy in exploiting all of it. “Scientists are very promiscuous,” he says, “and the good ones are the most promiscuous.”a)Collaboration has unexpected windfalls in that inventions in one discipline of science trigger research in other disciplines, and good scientists know how to exploit that.b)There is a certain level of promiscuity that good scientists involve in when they unwittingly exploit inventions in other disciplines for their own gain.c)Scientists can find success only by willingly exploiting developments in other disciplines of science.d)Nobel Prize winners often benefit from path breaking work in other disciplines of science and it is only justified that they acknowledge the debt of collaboration.Correct answer is option 'A'. Can you explain this answer? theory, EduRev gives you an ample number of questions to practice DIRECTIONS for questions: Each of the following questions has a paragraph which is followed by four alternative summaries. Choose the alternative that best captures the essence of the paragraph.When Thomas Steitz, Ada Yonath, and Venkatraman Ramakrishnan were jointly awarded the Nobel Prize in Chemistry for their research, in 2009, they acknowledged a debt. Without the work of two of the Physics Laureates that year, the chemists would have lacked the CCD detectors, or high-quality imaging hardware, they used to model and image ribosomes, sites of protein synthesis within a cell. Collaboration in science has become commonplace today, and we’re seeing the benefits. But many of its fruits are unintended. As Ramakrishnan points out, inventions in one discipline can build on – and spur – basic research in many others, often unwittingly. It’s a virtuous cycle, and scientists take joy in exploiting all of it. “Scientists are very promiscuous,” he says, “and the good ones are the most promiscuous.”a)Collaboration has unexpected windfalls in that inventions in one discipline of science trigger research in other disciplines, and good scientists know how to exploit that.b)There is a certain level of promiscuity that good scientists involve in when they unwittingly exploit inventions in other disciplines for their own gain.c)Scientists can find success only by willingly exploiting developments in other disciplines of science.d)Nobel Prize winners often benefit from path breaking work in other disciplines of science and it is only justified that they acknowledge the debt of collaboration.Correct answer is option 'A'. Can you explain this answer? tests, examples and also practice CAT tests.
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