According to a report from the Harvard School of Public Health, many everyday products, including some bug sprays and cleaning fluids, could lead to an increased risk of brain and behavioral disorders in children. The developing brain, the report says, is particularly【C1】______to the toxic effects of certain chemicals these products may contain, and the damage they cause can be【C2】______. The official policy, however, is still evolving. Health and environmental【C3】______have long urged U. S. government agencies to【C4】______the use of some of the 11 chemicals the report cites and called for more studies on their long-term effects. In 2001, for example, the Environmental Protection Agency【C5】______the type and amount of lead that could be present in paint and soil in homes and child-care【C6】______, after concerns were raised about lead poisoning. The agency is now【C7】______the toxic effects of some of the chemicals in the latest report. But the threshold for regulation is high. Because children’s brain and behavioral disorders, like hyperactivity and lower grades, can also be linked to social and genetic factors, it’s tough to pin them on exposure to specific chemicals with solid【C8】______evidence, which is what the EPA requires. Even the Harvard study did not prove a direct【C9】______but noted strong associations between exposure and risk of behavioral issues. Nonetheless, it’s smart to【C10】______caution. While it may be impossible to prevent kids from drinking tap water that may contain trace amounts of chemicals, keeping kids away from lawns recently sprayed with chemicals and freshly dry-cleaned clothes can’t hurt. A)advocates I)particles B)compact J)permanent C)correlation K)restricted D)exercise L)simulating E)faculties M)statistical F)interaction N)tighten G)investigating O)vulnerable H)overwhelmed

It seems to be a law in the technology industry that leading companies eventually lose their positions, often quickly and brutally. Mobile phone champion Nokia, one of Europe’s biggest technology success stories, was no【C1】______, losing its market share in just a few years. In 2007, Nokia accounted for more than 40% of mobile phone sales【C2】______. But consumers’ preferences were already【C3】______toward touch-screen smartphones. With the introduction of Apple’s iPhone in the middle of that year, Nokia’s market share【C4】______rapidly and revenue plunged. By the end of 2013, Nokia had sold its phone business to Microsoft. What sealed Nokia’s fate was a series of decisions made by Stephen Elop in his position as CEO, which he【C5】______in October 2010. Each day that Elop spent in charge of Nokia, the company’s market value declined by $ 23 million, making him, by the numbers, one of the worst CEOs in history. But Elop was not the only person at【C6】______. Nokia’s board resisted change, making it impossible for the company to adapt to rapid shifts in the industry. Most【C7】______, Jorma Ollila, who had led Nokia’s transition from an industrial company to a technology giant, was too fascinated by the company’s【C8】______success to recognize the change that was needed to sustain its competitiveness. The company also embarked on a【C9】______cost-cutting program, which included the elimination of thousands of jobs. This contributed to the【C10】______of the company’s once-spirited culture, which had motivated employees to take risks and make miracles. Good leaders left the company, taking Nokia’s sense of vision and directions with them. Not surprisingly, much of Nokia’s most valuable design and programming talent left as well. A)assumed I)previous B)bias J)relayed C)desperate K)shifting D)deterioration L)shrank E)exception M)subtle F)fault N)transmitting G)incidentally O)worldwide H)notably