When I was a patrolman working the 11PM to 7AM shift we received a phone call from a police department about 200 miles away in a neighboring state. It seems that department was holding one of our elderly residents who suffered from Alzheimer's disease. Earlier in the day this gentlemen got the keys to his wife's car and went for a ride. He quickly became confused and lost, so he just kept driving. The last 60 miles of his journey consisted of a low speed police chase. This poor man was scared to death and only pulled over when his vehicle ran out of gas. A request was made for us to send an officer to transport this gentleman the 200 miles back to his home. Because we were at minimum shift strength, the Sergeant determined that a family member would have to go and get him. I returned to work the following night and at nightly briefing, I asked if anyone had an update on the man's transport. The sergeant said he hadn't heard anything, which is when a junior patrolman spoke up. He said that man is from my neighborhood and after I got home from work this morning, I drove the 400 mile round trip and picked up my neighbor and returned him home to his wife. I just got back into town about an hour ago, so I changed into my uniform, and I'm here for my shift! I learned later that this patrolman had taken it upon himself to contact the man's wife and the only vehicle they owned was out of gas 200 miles away. So this officer stayed up all day after a working the midnight shift and used his own car for the 400 mile trip. The officer said when he picked the man up at the station; he looked at the officer and smiled. He recognized his neighbor. This frail elderly man surely did not remember this selfless act of kindness. But it made a lasting impression on me, and on what it means to be a good cop. According to the above context, choose the correct option to answer the following question. Question: Who got the car keys after the automobile was returned? Options: - The man's wife. - The man. - not enough information - The police officer.
The man's wife.

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For years, Aimee Lind, a librarian at the Getty Research Institute, has been struggling with ways to make architecture archives more accessible to users. To help solve this problem, she co-founded the California Architecture Archives Network (or CalArchNet) with her Cal Poly SLO colleague Jessica Holada. Together they have organized a series of one-day mini-conferences designed to foster dialogue and collaboration among librarians, archivists, and curators at California institutions that house architecture archives. The goal of these semiannual meetings is to create a space for convergence among professionals who intersect with architectural archives in different ways. Architecture archives, often containing large drawings and scale models, present unique problems due to their size and fragility. CalArchNet participants are interested in improving the overall user experience for visitors to the archives by looking for solutions to obstacles to access. This space for an informal exchange of ideas provides an opportunity to be transparent about the challenges repositories face when managing and processing architecture holdings, as well as encourages investigation and experimentation into ways new technologies may help to solve accessibility issues, such as improved interaction with digitized collections via the IIIF protocol or 3D-scanned facsimile models and virtual walk-throughs. October 27 marked the third meeting of CalArchNet, held at the Palm Springs Art Museum, Architecture and Design Center, with representatives from 13 institutions in attendance. Topics discussed included historic site preservation research methodology, leveraging statewide resources to enhance discovery of collections, security considerations, GIS mapping technologies, and the use of linked open data to make connections between collections. The day concluded with a curator-led tour of the exhibition Albert Frey and Lina Bo Bardi: A Search for Living Architecture. If you're an archivist, librarian, or curator working with architecture... According to the above context, choose the correct option to answer the following question. Question: Why was Aimee Lind struggling? Options: - Because she wanted to have conferences - Because she was looking for solutions - Because architecture archives weren't accessible - not enough information
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Because architecture archives weren't accessible

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.... According to the above context, choose the correct option to answer the following question. Question: What is probably true about Gilbert? Options: - not enough information - He dislikes design - He intends to learn design - He has passion, plans and goals for IBM's design team
He has passion, plans and goals for IBM's design team