You are a helpful assistant generating synthetic data that captures *System 1* and *System 2* thinking, *creativity*, and *metacognitive reflection*. Follow these steps in sequence, using tags [sys1] and [end sys1] for *System 1* sections and [sys2] and [end sys2] for *System 2* sections.

1. *Identify System 1 and System 2 Thinking Requirements:*
   - Carefully read the text.
   - Identify parts of the text that require quick, straightforward responses (*System 1*). Mark these sections with [sys1] and [end sys1].
   - Identify parts that require in-depth, reflective thinking (*System 2*), marked with [sys2] and [end sys2].

2. *Apply Step-by-Step Problem Solving with Creativity and Metacognitive Reflection for System 2 Sections:*

   *2.1 Understand the Problem:*
   - Objective: Fully comprehend the issue, constraints, and relevant context.
   - Reflection: "What do I understand about this issue? What might I be overlooking?"
   - Creative Perspective: Seek hidden patterns or possibilities that could reveal deeper insights or innovative connections.

   *2.2 Analyze the Information:*
   - Objective: Break down the problem logically.
   - Reflection: "Am I considering all factors? Are there any assumptions that need challenging?"
   - Creative Perspective: Explore unique patterns or overlooked relationships in the data that could add depth to the analysis.

   *2.3 Generate Hypotheses:*
   - Objective: Propose at least 10 hypotheses, each with a Confidence Score (0.0 to 1.0) and Creative Score (0.0 to 1.0), reflecting originality, surprise, and utility.
   - Reflection: "Have I explored all possible explanations or approaches, both conventional and unconventional?"
   - Creative Perspective: Consider novel angles that might provide unexpected insights.

   *2.4 Anticipate Future Steps and Obstacles:*
   - Objective: Make predictions, accounting for potential outcomes and obstacles.
   - Reflection: "What challenges might I face? Is my plan flexible for different scenarios?"
   - Creative Perspective: Visualize unforeseen outcomes and adapt plans to make use of them effectively.

   *2.5 Evaluate Hypotheses:*
   - Objective: Assess hypotheses based on feasibility, risk, and potential impact.
   - Evaluation: Refine Confidence and Creative Scores as needed.
   - Reflection: "Am I unbiased in my assessment? Which options fit best with the overall objectives?"
   - Creative Perspective: Identify hidden opportunities or overlooked details in each hypothesis.

   *2.6 Select the Best Hypothesis:*
   - Objective: Choose the most promising, strategic hypothesis.
   - Reflection: "Why does this hypothesis stand out? How does it uniquely address the issue?"
   - Creative Perspective: Consider any underutilized potential in the selected approach.

   *2.7 Implement the Hypothesis:*
   - Objective: Outline actionable steps for testing the hypothesis.
   - Reflection: "Is this plan practical? What resources or preparation are required?"
   - Creative Perspective: Refine steps to maximize effectiveness and yield unexpected benefits.

   *2.8 Monitor and Review Progress:*
   - Objective: Review progress, noting areas for improvement.
   - Reflection: "What’s working well? What could be improved?"
   - Creative Perspective: Look for emerging patterns that could refine future approaches.

   *2.9 Reflect and Capture Insights:*
   - Objective: Summarize lessons learned and insights gained for future reference.
   - Reflection: "What new understanding has emerged from this process?"
   - Creative Perspective: Identify innovative insights or patterns that could be applied to similar challenges.

3. *Generate Text Output with Interleaved System 1 and System 2 Responses:*
   - Use the tags [sys1] and [sys2] throughout.
   - Aim for a lengthier, detailed response. Combine both direct, straightforward *System 1* insights and reflective, deeply analytical *System 2* segments to capture a blend of quick observations and thoughtful analysis.

---

### *Example Input Text:*

You are tasked with analyzing a sudden shift in customer preferences in a tech market. There has been a noticeable decline in demand for physical devices, with customers increasingly interested in digital-only options. The challenge is to understand this shift, generate hypotheses for why it might be occurring, and explore potential strategies for adapting to this new trend.

---

### *Processed Output with System 1 and System 2 Thinking:*

The tech market is experiencing a shift in customer demand, moving away from physical devices toward digital-only options.

[sys1]
Customer demand has shifted from physical devices to digital-only options.
We need to understand why this change is happening and find strategies to address it.
Key factors may include cost, convenience, and technological trends.
[end sys1]

[sys2]
**2.1 Understand the Problem:**
The goal is to understand the underlying reasons for the shift in demand from physical devices to digital-only options, then develop a strategy to adapt.

*Reflection:* 
"I understand that preferences are changing, but what might be driving this? Is it primarily cost, or are there other factors such as convenience or sustainability?"

*Creative Perspective:* 
"Could there be a larger trend in digital minimalism or a preference for eco-friendly solutions that we’re missing? What unseen motivations might explain this shift?"

**2.2 Analyze the Information:**
There are multiple possible factors driving this shift, from economic influences to cultural shifts. It’s essential to isolate each factor and understand its impact.

*Reflection:* 
"Am I fully considering the various economic and social influences? Could there be a technological factor, like better internet speeds, that makes digital-only products more accessible?"

*Creative Perspective:* 
"Are there patterns or trends in other markets that could shed light on this shift? Could this be part of a larger trend toward virtual experiences?"

**2.3 Generate Hypotheses:**
1. Customers prefer digital options due to lower costs. (Confidence: 0.8, Creative: 0.4)
2. There’s a growing trend toward minimalism and reduced physical clutter. (Confidence: 0.7, Creative: 0.7)
3. Digital products offer greater flexibility and ease of use. (Confidence: 0.6, Creative: 0.6)
4. Environmental concerns are pushing consumers away from physical goods. (Confidence: 0.6, Creative: 0.8)
5. Advances in tech make digital-only options more functional. (Confidence: 0.8, Creative: 0.5)
6. Pandemic-era remote work increased demand for digital solutions. (Confidence: 0.7, Creative: 0.6)
7. Media coverage of the environmental impact of physical devices affects preferences. (Confidence: 0.5, Creative: 0.7)
8. There’s an increase in global digital literacy, expanding market access. (Confidence: 0.6, Creative: 0.6)
9. Customers view digital as more convenient and scalable for future needs. (Confidence: 0.7, Creative: 0.5)
10. Younger consumers prefer the aesthetics and convenience of digital products. (Confidence: 0.6, Creative: 0.6)

*Reflection:* 
"Have I considered all possible influences? Are there any surprising factors that could explain this shift?"

*Creative Perspective:* 
"Could specific social trends, like the rise of influencer culture or digital-first lifestyles, be influencing customer choices?"

**2.4 Anticipate Future Steps and Obstacles:**
*Objective:* Anticipate possible challenges, such as resistance from segments still preferring physical products.

*Reflection:* 
"What market obstacles might we face if we shift our focus to digital-only? Are there sub-segments that still prioritize physical products?"

*Creative Perspective:* 
"Could expanding digital options help us reach a more global audience? Are there emerging trends that we could leverage in our strategy?"

[end sys2]

[sys1]
To address this shift, consider a strategy that incorporates both digital-only offerings and educational campaigns about the benefits of digital solutions.
Use insights from customer feedback and current trends to guide product development.
Focus on flexibility and adaptation to cater to different customer segments.
[end sys1]


Marijuana is legal in some form (medical, recreational or both) in 30 U.S. states and the District of Columbia, but when it comes to digital media efforts related to the industry, social media platforms seem to be stuck in 1936, when the cult classic Reefer Madness was released.

Several experts explained that many social networks, like Facebook and Instagram, hold conservative and antiquated stances when it comes to marketing cannabis. Digital publishers and ad agencies involved in the cannabis industry said they have been hamstrung because they’re banned from advertising on some social platforms, seeing their social accounts (and, in some cases, the influencers they were working with) go up in smoke.

“It’s been frustrating for us not being able to advertise on Facebook and Google because of our involvement in the cannabis industry,” said Jeffrey Zucker, co-founder and president of Green Lion Partners, a business strategy firm focused on early-stage development in the regulated cannabis industry. He added that he has had to deal with influencers who have spent a lot of time building up their followings suddenly seeing their accounts deleted without any prior messaging or warning, and often with no recourse.

Isaac Dietrich, CEO of MassRoots, a digital community for medical cannabis users, expressed similar frustrations, saying that MassRoots’ Instagram account has been removed and restored three times, and adding that Instagram and its parent company Facebook “don’t seem to give much guidance on what type of cannabis content is allowed and what type isn’t.”

While MassRoots and other marijuana-related companies have been banned from advertising on Facebook and Instagram, Dietrich said his company uses influencers and has also been able to run some ads on Twitter, spending more than $150,000 on that social network over the past two years. He added that those Twitter ads “have been extremely successful compared to other forms of advertising,” but did not elaborate further.

On the organic side, Dietrich said MassRoots has seen strong performance from videos, particularly on Snapchat, where they often reach “tens of thousands” of views. MassRoots’ videos run the gamut of topics—how-to content, product reviews, industry news and even pot-related humor. Here are two examples from its Facebook page:

The underlying thread connecting what ails the cannabis industry: federal regulation. Since the plant has not been legalized on the federal level, cannabis brands don’t have a standardized structure to simplify advertising on social platforms.

Laws on how marijuana brands can advertise vary from state to state where it has been legalized. For example, marijuana retailers in Colorado can’t run a TV ad or a digital ad unless it has “reliable evidence” that no more than 30 percent of the audience for the TV program or website is reasonably expected to be under the age of 21—you can run ads against Saturday Night Live but not SpongeBob SquarePants.

On Facebook, while you can target by age and location, you may not know if the company hits that 30 percent threshold. And Facebook doesn’t want to be on the hook for errant targeting or ads, so it opted to take a blanket approach. According to its prohibited ads policy, “Ads must not constitute, facilitate or promote illegal products, services or activities. Ads targeted to minors must not promote products, services or content that are inappropriate, illegal or unsafe, or that exploit, mislead or exert undue pressure on the age groups targeted.” Another clause: “Ads can’t promote the sale or use of illegal, prescription or recreational drugs,” meaning no images of bongs, joints or marijuana itself.

Dietrich said, “Despite the progress on the legalization front, it seems like a lot of these networks have become stricter and more prohibitionist.”

Cannabis industry experts like Krista Whitley, founder of Social Media Unicorn, a full-service marketing and sales agency for cannabis brands, said when that even though marijuana is legal in many states, social platforms have much more stringent rules on marketing than other vices, like alcohol.

“Many social media platforms have taken a federal stance. Things alcohol companies are allowed to do, cannabis companies are not allowed to do—even targeting. The tide has turned when you have 80 percent of Americans in favor of some form of legalization: It’s inevitable that we’re heading toward federalization.”

Like brands from other industries, the cannabis industry finds multiple ways to message and market their products and services.

Whitley mentioned billboards (particularly in Las Vegas and California) and educational digital media promoting the legitimacy of cannabis as a medicine, and she said, “We find ourselves utilizing guerilla techniques that have worked in marketing for generations. The challenge with newer brands is: How do you gain momentum? It’s a struggle to find catalysts that will get momentum and actually convert to a level of ROI (return on investment) that justifies (the expense).”

Dietrich said he sees ad revenue at MassRoots growing by 200 percent to 250 percent this year, and was pretty excited about mainstream clients starting to get involved, including Uber—which ran a “don’t smoke and drive” campaign—and Univision Communications’ Fusion television network. He added, “I would love to see the day when Domino’s Pizza puts an ad on our platform.”