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]


FT首份女性MBA排行榜出炉FT top MBAs for women ranking 2018

来源：FT中文网 2018-03-06 07:09

An MBA is a fast ticket to the big time. On average, those who complete a course with a top school can expect to earn six-figure salaries three years after graduation. But despite generous scholarships and campaigns to encourage them to apply, women are a minority on prestigious business school courses.

Four in 10 applicants on two-year, full-time MBAs in 2017 were women, compared with 33 per cent in 2013, according to the Graduate Management Admission Council. But women’s growing interest in business education has not led to more diverse MBA cohorts. Five years ago, women accounted for a third of students on the top 100 MBA programmes ranked by the Financial Times. Today, the figure has barely budged.

The average cost of an MBA is $100,000 plus an average opportunity cost, or the income lost from not working, of $103,000, FT data show. Given that women’s salaries on average were 91 per cent of their male peers before joining MBA programmes ranked by outcomes for women, saving up the cost of such personal investment is a greater sacrifice for women.

And there is evidence to suggest that an MBA exaggerates the gender pay gap: three years after graduation women on average made 86 per cent of their male peers’ pay, the data reveal.

还有证据似乎表明，MBA学位会拉大性别工资差距。数据显示：毕业三年后，平均而言女性的薪酬为男性同学的86%。

Women receive a lower return on investment, says Elissa Ellis Sangster, executive director of Forté Foundation, a consortium of business schools and companies trying to improve women’s access to business education. But, she adds, “the return will still be high”.

Either way, women need to know that their investment is going to pay off. That means taking into account which MBA will help them counter future pay discrimination, and which schools are best at teaching and developing their female graduates while promoting them to employers.

The FT’s Global MBA ranking, published in January, does not capture whether women do as well as their male peers on graduation. That is why, for the first time, the FT has ranked business schools according to their outcomes for women — and the results are significantly different.

The top MBAs for women ranking tells us at which schools women perform best, and where there seems to be a gap between the outcomes of male and female graduates.

最有利于女性的MBA课程排行榜告诉我们，哪些商学院的女性在毕业后表现最好，而哪些商学院的男女学员在毕业后表现上似乎存在差距。

Some schools that rank in the mid-range of the Global MBA ranking shoot to the top in this new ranking. Most of those are based in China, including Shanghai Jiao Tong: Antai, which tops the list.

在全球MBA排行榜上居于中流的一些学校，在新榜单上名列前茅。其中多数商学院位于中国，包括摘得桂冠的上海交通大学安泰经济与管理学院。

Emily Jin graduates from Antai’s part-time MBA programme in May. She says Chinese women’s interest in business education is growing as they get richer. “Especially in Shanghai, women are more and more independent and decide to spend their own money to develop themselves,” says Ms Jin.

Originally from Fuzhou in southern China, Ms Jin has worked in Shanghai for many years. She chose to study for an MBA in order to develop her network and switch from a career in marketing to a more innovative area, perhaps artificial intelligence, she says.

Why study part-time? “I have a son, and so I needed the flexibility to keep working,” she says.

为什么要兼职学习？“我有一个儿子，所以我需要继续工作的灵活性，”她说。

Four Chinese schools make the top 50. So what do Chinese business schools do differently that works for women? The answer lies in the workplace, says Mantian Wang, director of Antai’s International MBA programme. Although Chinese society encourages women to start a family at an early age, women are also offered equal opportunities at work — and they grab them.

“We provide flexibility to our students on a case-by-case basis,” Ms Wang adds, pointing out that women are more likely to ask for flexible schedules to spend time with their families. “But we also have a tradition of grandparents helping out a lot with the family.”

The new ranking also sheds light on which business education providers really work for women. In the methodology, alumna salaries three years after graduation — both the absolute figure and increase — were given a weight of 15 per cent each.

新的排行榜还揭示了哪些商科教育提供商真正有利于女性。在我们所用的方法中，毕业三年后的校友工资——绝对数字和涨幅——分别得到15%的权重。

We considered other criteria, such as gender balance among students and faculty, and the extent to which female graduates say they achieved their goals.

我们考虑了其他标准，例如学员和师资的性别平衡，以及女性毕业生表示她们实现自己目标的程度。

But success for women is not just about take-home pay. It is also about the difference in pay after graduation. So we measured the average female graduate salary as a proportion of the average male salary after three years in the workplace, and gave that criteria equal weight.