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]


NEW YORK, Jan. 15, 2013 /PRNewswire/ -- Picturehouse, the full-service independent film marketing and distribution company started in 2005, is reopening its doors with founder Bob Berney at the helm. Berney will serve as CEO and Jeanne Berney will serve as President of the re-launched company, which will continue to be based in New York.

"We are absolutely thrilled to be back in business under the Picturehouse banner," said Mr. Berney, who recently acquired the trademark and logo from Warner Bros. "We worked very hard to build it into a brand known for acquiring exciting, challenging and entertaining films from the U.S. and around the world, and helping them find their audiences."

Picturehouse's first new release will be Metallica Through The Never, a feature film starring members of the iconic rock band and Dane DeHaan (Chronicle, The Amazing Spider-Man 2). DeHaan plays a young band crew member who is sent out on an urgent mission while the band is playing a rousing live set in front of a sold-out crowd and unexpectedly finds his world turned completely upside down. The film, written and directed by Nimród Antal (Kontroll, Predators), is due in theaters August 9. One of the bestselling rock acts of all time, Metallica has sold over 105 million albums worldwide.

"Nim and the band have made a film that really captures the spirit of Metallica and their millions of loyal fans," said Mr. Berney. "It's an entertaining genre film with a concert inside it, a fun ride featuring an exciting young actor, Dane DeHaan. It's a very cool project to reboot Picturehouse with."

Added Metallica drummer and founding member Lars Ulrich: "Metallica's way of doing things is to jump into unexplored creative endeavors with no safety net whatsoever. Putting this movie together for the last couple of years has been a pretty wild ride, and we've definitely done our share of flying without a net! Bringing Bob and Jeanne and the new Picturehouse team in at this point provides us with a much needed level of security for the distribution of the film. Their spirit of independence and desire to work outside the box is something we can relate to in every way, and this makes them both a welcome addition and a natural fit in the Metallica family."

Picturehouse will acquire, market and theatrically distribute independent films from the U.S. and around the world. The company expects to release two or three films this year, increasing its output to four or five in 2014 and six or seven in subsequent years.

The company recently signed an exclusive, multi-year output deal with Netflix, the world's leading Internet television network. Picturehouse films will come to Netflix exclusively in the United States shortly after theatrical release.

"Bob and Jeanne are legendary tastemakers and innovators who were early partners with Netflix in bringing amazing movies like Pan's Labyrinth and La Vie en Rose to our service," said Netflix Chief Content Officer Ted Sarandos. "Netflix members love independent films and the Berneys have indisputably great taste."

In addition, Picturehouse has secured a first look relationship with Warner Bros. Pictures International for films to which it has international distribution rights.

Mr. Berney headed the company when it was originally formed in April 2005 as a joint venture between HBO and New Line Cinema. Under his leadership, Picturehouse acquired and released such acclaimed features as Guillermo del Toro's Pan's Labyrinth (winner of three Academy Awards®); Olivier Dahan's La Vie en Rose (winner of two Academy Awards, including best actress for Marion Cotillard); Sergei Bodrov's Mongol; Patricia Rozema's Kit Kittredge: An American Girl; Robert Altman's A Prairie Home Companion; and Seth Gordon's documentary The King of Kong: A Fistful of Quarters. When Time Warner folded the operations of New Line and Picturehouse into the Warner Bros. family, the brand continued to live on through the home entertainment and television releases of the films.

Mr. Berney, who has founded and operated some of the most successful independent film distribution and marketing companies of the last decade, has overseen the U.S. theatrical releases of blockbusters such as My Big Fat Greek Wedding and The Passion of the Christ as well as critically hailed films including Christopher Nolan's Memento, Alfonso Cuaron's Y Tu Mamá También and Niki Caro's Whale Rider.

Most recently, Mr. Berney co-founded and served as President, Theatrical Distribution of FilmDistrict, a multi-faceted acquisition, distribution, production and financing company, whose initial releases, Insidious, Soul Surfer, Don't Be Afraid Of The Dark and Drive, grossed over $150 million in domestic box office. Previously, as CEO of Apparition, Berney presided over the release of Bright Star, Boondock Saints 2: All Saints Day, The Young Victoria and The Runaways.

Mr. Berney also served as President and Partner at Newmarket Films, releasing numerous features including Mel Gibson's $370 million-grossing The Passion of the Christ; Monster, for which Charlize Theron won the Best Actress Academy Award; and Whale Rider, a breakthrough family film that also received a Best Actress nomination. Newmarket sold its distribution operation to Time Warner as part of the formation of Picturehouse. Before that, Berney ran IFC Films, where he acquired and oversaw the release of films including the $240-million surprise hit My Big Fat Greek Wedding and Y Tu Mamá También.

Entertainment marketing veteran Jeanne Berney most recently served as Executive Vice President of Marketing at FilmDistrict. Before that, she was Executive Vice President of Marketing and Administration for Apparition.

Ms. Berney also served as Director of Public Relations and Marketing at the Film Society of Lincoln Center, where she was responsible for the campaigns for all of the Society's year-round programs. Previously, Ms. Berney ran the Film and Digital Entertainment Group at Rogers & Cowan and held publicity and promotion positions at Rysher Entertainment, Savoy Pictures and Miramax Films.

About Metallica

Since its formation in 1981, San Francisco Bay Area band Metallica has gone from an underground heavy metal band to one of the most successful acts in the world. Sales of Metallica's albums are currently over 105 million copies worldwide, and have earned gold and/or platinum certifications in over 40 countries. The band's 1991 "Black Album" has sold over 16 million in the U.S. and 30 million worldwide. Metallica's latest studio album, "Death Magnetic" charted at #1 in 32 countries and has sold over five million records around the world to date. And with over a million units sold, the live box-set release Live Shit: Binge and Purge is the biggest selling box-set of its kind in history. Metallica's numerous awards and accolades include nine Grammy® Awards, two American Music Awards and two MTV Video Music Awards. In 2009, Metallica was inducted into the Rock & Roll Hall of Fame, and last year, the band launched Orion Music + More, a new annual music and arts festival.

About Netflix

Netflix is the world's leading Internet television network with more than 30 million members in 40 countries enjoying more than one billion hours of TV shows and movies per month, including Netflix original series. For one low monthly price, Netflix members can watch as much as they want, anytime, anywhere, on nearly any Internet-connected screen. Members can play, pause and resume watching, all without commercials or commitments. Learn more about how Netflix (NASDAQ: NFLX) is pioneering Internet television at www.netflix.com or follow Netflix on Facebook and Twitter.