Q: Read the following context and choose the correct option to answer the question. Context: "So, Jenny tells me jury selection is going well," said Buford, puffing small billows of Cuban cigar smoke into the phone with each syllable. "Yes, I think so too." Kyle was speeding down FM-2208 in his new Lexus SC 430, headed toward Coreyville. He could barely make his lease payments, but he had to have that car. It screamed success-- especially with the top down. His wavy head of hair would be easily restored to perfection with a few brush strokes. "Well, you be sure to take her advice. She knows how to pick a jury." Buford figured some of Kyle's attention would be focused on getting Jenny into bed, but he didn't think it would jeopardize the case. "Don't worry, Mr. Bellowin, I will." At only 27, Kyle Serpentine had already developed a successful practice in Longview, defending every kind of crook. Some of them paid handsomely. He idolized Buford Bellowin. Buford had grown up in Coreyville and earned his Bachelor's and Law degree at University of Texas, graduating near the top of his class. Now he was a high-priced, infamous defense attorney headquartered in Dallas. Nicknamed 'The Bell', he had never lost a case. Even in law school, his mock trial team always won. And Buford put on a show in the courtroom. So, the gallery was always packed with those who wanted to see The Bell in action. Occasionally, some hotshot would think he could outsmart him. But Buford was the teacher, and it was his classroom. Before the prosecutor knew what hit him, The Bell would ring, and school was out. "The D.A. really thought she could get a jury out of that pool of forty, didn't she? She thought this was gonna be a cakewalk. They don't get many murder trials in Coreyville. That's good for us. And she'll make more mistakes. Mark my words." Question: Why Kyle thinks Buford is the best defence attorney? Options: - He was affordable - He had never lost a case. - He knows how to ring a bell. - not enough information
A: He had never lost a case.

Q: Read the following context and choose the correct option to answer the question. Context: When people are huddled at a conference or professional event, the subject often turns to the value of failure and embracing feedback. "It is the key to self improvement!", many chant, channeling their inner self-help gurus, Sadly, many don't quite practice what they preach. Seeing the value in critical feedback and the lessons that failure can offer is a tough pill to swallow. For those confident in their capabilities, their social standing (in their companies/communities etc), and their abilities, the pill goes down a little easier. For those who experience imposter syndrome, feel insecure about their work, or are new in their careers, it is more difficult. Here's the thing: these are not binary personalities. While some people are overly confident about themselves, and some people are overly insecure about themselves, most people have a blend of both. As such, even the most confident people can feel the sting when they get critical feedback or screw something up. This is a guide with some things I have learned over the years about how to turn feedback and failure to your advantage. In my not-so-humble opinion, the perfect blend of a human being is confidence in their ability to execute and accomplish their goals, but with a healthy dose of awareness of their current limitations. Let's face it, overly confident people are often not just at risk of being swallowed up by ego, but can also lack the empathy to understand other folks they need to work with who don't share the same confidence. An understanding of our current limitations is healthy. When we understand we are not great at something, but we are eager to learn and improve, it opens us up to counsel and tuition. The confidence piece plays an important role in helping us to remember: "I might suck now, but I am going to learn and get better". When we have this in our heads it makes the journey more palatable: we know that our failure to succeed right now is temporary and it will improve. Question: The writer believes that Options: - people should learn - people should isten - not enough information - people should take feedback
A: people should take feedback

Q: Read the following context and choose the correct option to answer the question. Context: "Hey, guy." "No, this is Ray." He smiled, leaned back in his chair. It was, of course, Pete. Pete was the night shift guy at Crossroads Detox across town. Ray called it the Jesus Shop because it was wholly supported by a contingent of local churches who saw addicts as a potential ministry. Apparently Jesus saved--not only from sin and hell, but also from Dark Eyed Jim Beam. Pete was a relatively innocuous born again fundie who volunteered his time two or three nights a week. When he was not saving the world, his Clark Kent was actually a steady CPA job with the local H&R Block. He'd been pulling shifts for about six months, knew nothing about drugs beyond that bad people used them to escape their problems and that they were tools of Satan, and he always needed Ray's advice about one thing or another. This arrangement was not problematic as Pete had long ago given up trying to convert him. Pete was also the only guy in the city who was, as Ray figured it, making less money than he was at such an hour. In return for Ray's magnanimity, Pete had done Ray's taxes for free last year. They had never actually met, though Ray had faxed him the tax forms and Pete had faxed back a photo of his two pre-teen daughters and his geriatric Lab. "What's the problem?" Ray asked. "I have a recalcitrant." That's what he called them, the drunk and definitely disorderly. Pete's vocabulary did not include the word shithead either in its singular or plural. "Pete, they're all like that. Alcohol is bad medicine. That's why places like ours are in business. To make them calcitrant." "I know that." Pete sounded a little annoyed. There was some commotion in the background, a knocking on doors. Question: Do Ray and Pete know each other in real life? Options: - No, they haven't met. - not enough information - Yes, they work together - Yes, they are brothers
A: No, they haven't met.