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]


A release of 861 pages of documents relating to the resignation of Arvind Gupta as president of the University of British Columbia sheds new light on the circumstances surrounding his sudden departure only one year into his five-year term.

The heavily redacted documents include e-mails between Dr. Gupta and John Montalbano, the former chair of the university's board of governors, that show rising tension between the two men.

Many of the pages concern the normal running of any university, including slipping international rankings and strategic decisions on the athletics department and divestment campaigns. The release responds to requests made by individuals and media organizations seeking more information about the resignation. The university has maintained that a non-disclosure agreement prevents it from releasing specific details.

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That agreement, included as part of the package, reveals that Dr. Gupta is receiving his presidential salary of $446,750 until February, 2017, as well as a $130,000 research grant to restart his academic career as a computer science professor.

The grant "is not technically compensation, it is a research grant. … Dr. Gupta was in an administrative position for a long time. Prior to being president he was head of Mitacs and to re-establish yourself as a researcher takes some time and takes some resources, so that was part of the negotiations," said Philip Steenkamp, UBC's vice-president of external relations and communications.

E-mails between Dr. Gupta and Mr. Montalbano show how the relationship changed as the year progressed. In September, two months after starting his position, the new president gently deflected a question on a human-resources matter from Mr. Montalbano: "I'll keep you in the loop as we progress," he writes.

In January, Mr. Montalbano appeared to become more deeply involved in day-to-day operations. He arranged to come for a breakfast meeting at the president's residence at 6:30 a.m. to see the résumés of Dr. Gupta's office team. Five days later, a redacted e-mail conversation ends with the line, "It was a refreshing call honestly," from Mr. Montalbano.

Still, collegiality prevailed throughout the winter, as the two men appeared to be engaged in setting up regular meetings to set the agenda for board and committee meetings. A meeting reviewing some aspect of the president's term occurs on May 18 and is followed by summary documents and responses from the president.

None of those documents is included in the release.

"I do appreciate the redactions are significant and they are frustrating, but we are caught not only by the privacy legislation but by the non-disclosure agreement with Arvind Gupta," Mr. Steenkamp said.

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Expensive renovations to the president's residence were revealed in June, but the issue caused only a brief uptick in e-mails.

At the end of July, Mr. Montalbano and Greg Peet, a board member appointed by the province, request a meeting with the president. When Dr. Gupta asks what is on the agenda, Mr. Montalbano responds that they "wished to have a quick, confidential discussion, not captured on e-mail." That meeting appears to have taken place on July 29.

A day later, the university is awarded a $66.5-million grant from the federal government for its Quantum Matter Institute. The board of governors is told of Dr. Gupta's departure on July 31.

The documents also make clear that the province is using its funding levers to attempt to steer academic programming at UBC. One provincial document indicates the amount of targeted funding each discipline, including engineering, psychology and education, will receive. In 2013, B.C. announced that it would allocate 25 per cent of its funding for postsecondary institutions to occupations in demand.

The e-mails reference Brad Bennett, the son and grandson of former Social Credit premiers, current head of BC Hydro and a former chair of the university's board of governors, who was invited to a meeting between Mr. Montalbano and the president.

"Personnel matters remain the purview of the board and it would be inappropriate to comment," a ministry spokesperson said of the government's knowledge of the events.

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The university is now searching for a new president, who is expected to be announced by the end of June. Martha Piper, a former president, is serving as interim leader until that time.