Q: I've had two. Both happened in Newport RI when I was in the US Navy. First, I lived in a cottage that was in an old motel. It had a cottage in front where the landlady lived and there were ten little cottages in a half-moon configuration around it. Ours was a party place and we didn't have a phone. This was in the early 1970's. The landlady was in her 50's I'd guess. The only phone was a pay-phone outside her cottage and it was o party line with her phone. When we used it, she would try to listen, especially if we were talking to a girl. We could tell and sometimes we'd ask he to hang up, but other times we'd talk about sexy stuff and let her listen. We could hear her breathing heavy when we did. When we'd be parting, she'd come to the door wearing sexy clothes that were completely inappropriate and want to be invited in. Though we were a bunch of horny sailors, no one wanted any part of that. We never let her come in. I got married and moved into an apartment that was three rooms in a huge old house. They closed that Navy base and all of the sailors were transferred elsewhere. There were bumper-stickers that said, "Will the last sailor to leave, please turn out the lights." In those days, Newport was a small town that leached off of sailors. My landlord said that when my wife and I were completely out and it was completely clean, he'd refund my deposit. We left the apartment immaculately clean and he wouldn't refund my deposit. That was nearly 50 years ago and it still pisses me off. Question: What do we know about the sailors? === The answer to the above question is

OPTIONS:
- not enough information
- They are really messy tenants.
- They do have some moral values and stick to them.
- They will sleep with anyone they meet.

A: They do have some moral values and stick to them.

input: OPTIONS:
- not enough information
- Sad that the health clinic was no longer in operation.
- Happy that the health clinic was indicted for fraud.
- Relieved that he did not take the job offer to work there. Now, answer this question: Job offer many years ago. I had two, one for staff accountant and the other was as accounting manager for a holistic health clinic. The clinic job paid about 40% more and came with a "manager" title. I believed in myself and all that, but who offers someone just out of school with only 2 years of internship and no specialty in field manager level? That kept bugging me. Something just wasn't right. Acting on instinct, I took the other job. Good thing! A few months later, I read that the owner of the clinic (an MD) and his two partners (his wife and the CFO) had all been indicted for numerous counts of fraud. They were cheating the state, they were cheating the church they were affiliated with, they were cheating Medicare and private insurance companies. The IRS was after them it was supposed to be not-for-profit but it turns out they were living large. Not only that, but they hadn't been sending in w/h tax for non-church member paid employees. Then there was the allegation that they were abusing mentally handicapped workers who were related to church members. The church itself tried to distance themselves, but three elders were also on the clinic's Board of Directors. It was nasty and the entire management team ended up with at least some jail time. There was no way anyone who had any access to the records (medical or financial) could have claimed innocence. My job would have included filing false budget and financial statements with the Board, IRS and other agencies. I would have also probably known that they were withholding but not remitting tax from employee checks. Fact is, the poor kid who took the job got 2 years, so I found out. Those in on the medical fraud got even worse and the three principals all got 2-digit sentences. Question: How does the narrator feel about the situation at the health clinic? === The answer to the above question is
A:
output: Relieved that he did not take the job offer to work there.

Problem:OPTIONS:
- a day
- a week
- Several months or years
- not enough information

A prospective client sent me a link to this in-depth article on IBM's design thinking revolution, where Phil Gilbert, IBM's General Manager of Design, has hired over 1000 designers into the firm, and pushed for over 8000 of its managers and staff to get 'trained' in design thinking. They have even created specific design centres across the firm, with design offices in most of its key locations, such as the one above. The goal is nothing short of beginning IBM's next phase of transformation, one of many in its 100+ year history. However, all is not rosy. Despite achieving a monumental success relative to the status quo, 8000 'recognised' design thinkers in a corporation of over 370,000 souls is barely a dent in terms of changing practice. If NoTosh were to effect change in only 2% of the teachers with whom we work, we'd have packed up our bags long ago. I'm not sure hiring 1000 designers in and of itself is the answer to any organisation trying to instil a different way of viewing the world. Here's why. Since design thinking really began to be a thing, back in the early 60s, the designer him or herself has consistently been at the centre of the design process. Even though we talk of 'user-centred design', the actual ideation and production of a solution, and in many cases the synthesis and definition of the problem to be solve, too, are all tasks undertaken by skilled 'designers', rather than the people in the organisation who have the scope, brand, or 'permission' to play in that space. Once the designers leave the project, so does the design thinking. There is a reason d.school sees its executive courses filled with repeat customers and firms like IDEO continue to thrive - they are resolving challenges in specific examples of services or products, but not necessarily transforming the firms and organisations who had the budget and desire to solve a problem in that specific area. Solving a problem costs money. Solving a problem and teaching the client how to do it again and again costs more than just money.... Question: How long did it probably take to train all the employee's in design thinking? === The answer to the above question is
****
A:
Several months or years