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]


David Whitton

David Whitton (born 22 April 1952) is a Scottish journalist, Labour party politician and former MSP. He was elected to the Scottish Parliament for Strathkelvin and Bearsden in 2007, defeating the incumbent Independent MSP Jean Turner, and losing the seat at the 2011 election to Fiona McLeod of the Scottish National Party.

Background
Whitton was educated at the Morgan Academy in Dundee. He began his journalistic career with D. C. Thomson in 1970 before moving to the Fife Free Press and then the Evening Express in Aberdeen, specialising in local government activities. He worked at The Scotsman in Glasgow for three years then moved to the Daily Record where he became Industrial Editor in 1983. From 1986–96, Whitton worked at Scottish Television in a variety of roles including producer of news and current affairs programmes, Lobby Correspondent at Westminster, presenter of political programming and on screen news reporter. He was Head of Public Affairs from 1994–96. Whitton's time at Scottish Television was followed by a short period as a Director of the PR company, Media House. David Whitton is married and has two children and two grandchildren. He is a member of the National Union of Journalists.

Political career
In 1999 Whitton became Special Adviser to the then Scottish Secretary Donald Dewar. Whitton was a member of Scottish Labour Party's Scottish Parliament election campaign responsible for organising broadcasting coverage and media activity for the Party leader.

Following the first Scottish Parliament elections, Whitton became Special Adviser to the First Minister of Scotland, Donald Dewar and Official Spokesman for the First Minister and the Scottish Executive. Whitton delivered a reading at Dewar's funeral at Glasgow Cathedral on 18 October 2000.

In 2000, Whitton established his own public affairs consultancy with clients including Scottish Enterprise, The Scottish Council for Development and Industry, The Al‑Maktoum Institute for Arabic and Islamic Studies. During this period, he was also a member of the committee raising funds for the Donald Dewar chair of Social Justice.

Member of the Scottish Parliament
Whitton was elected to the Scottish Parliament in May 2007 for the constituency of Strathkelvin and Bearsden becoming Parliamentary Aide to Wendy Alexander MSP until her resignation as party leader on 28 June 2008. In addition to a position as Deputy Labour Party Spokesperson on Finance, he was a substitute member of the Economy, Energy and Tourism Committee, Member of the Finance Committee, a member of the Labour Trade Union Group, and a Board member of the Scottish Parliamentary Business Exchange.
In 2010/11 Whitton claimed more than £34,000 in expenses which was the sixth highest amount at the Scottish Parliament.

In the SNP landslide victory in the 2011 Scottish Parliament election, he lost his seat to Fiona McLeod, on a swing of 7.7%.

Career timeline

Rathfern Road Primary, London, (1957–63)
Forest Hill School, London, 1963
Morgan Academy, Dundee (1963–70)
Journalist, Dundee Courier, Fife Free Press, Kirkcaldy and Evening Express, Aberdeen (1970–78)
Reporter, The Scotsman, (1978–81)
Industrial Reporter, Daily Record (1981–83)
Industrial Editor, Daily Record, (1983–86)
Reporter, presenter, producer, Scottish Television (1986–94)
Head of Public Affairs, Scottish Television (1994–96)
Director, Media House (1996–98)
Special Adviser to Donald Dewar, First Minister (1998–2000)
managing director, Whitton PR Ltd (2000–2007)
Member of the Scottish Parliament (2007–2011)

References

External links
Scottish Parliament profile

Category:Labour MSPs
Category:Members of the Scottish Parliament 2007–2011
Category:Scottish journalists
Category:Scottish public relations people
Category:Scottish television presenters
Category:Scottish television producers
Category:Living people
Category:1952 births
Category:Scottish special advisers
Category:People educated at Morgan Academy
Category:Scottish television executives
Category:People from Forfar