Problem:OPTIONS:
- That the request is funny.
- That the request is insulting.
- not enough information
- That the request is unnecessary.

Read the following context and answer the question. Context: I was once distinctly unsettled by a utility man who called to read the gas meter. We were living in an old house at the time and I was home alone with the youngest child (who was around six months old), balanced on my hip as I opened the door. The visitor looked genuine, dressed in the expected uniform. He was around 6.3 and probably not the most tidily presented utility man I'd met, but I believed him to be genuine and willingly invited him in out of the foul weather. It was pouring down outside, a freezing cold winter's day. As I closed the door I remembered that I should have asked to see his company I.D. , so as I opened the meter cupboard and switched on the light, I politely said, 'Oops, I should have asked to see your I.D. if you don't mind?. He stood there in front of the door and made no move to produce his card or do anything in fact. He just glared down at me in the most menacing way and said in a very sinister voice 'Isn't it a little bit late for that now? What are you going to do if I tell you I don't have it?'. There was an embarrassed silence. He continued to stare down at me without making a move for what seemed like minutes but was probably seconds. He didn't produce his I.D., instead he almost grudgingly read the meter as I looked on and then he swiftly left without saying goodbye. I closed the door and locked it, and then took a while to get my pulse rate back to normal and to realise I'd just learned a very big lesson. Such a creepy individual, I didn't make that mistake again. Question: What did the utility man think of the author's request? Answer:
****
A: That the request is insulting.

Read the following context and 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: Who takes feedback? Answer:
OPTIONS:
- not enough information
- people
- writers
- animals
people

Read the following context and answer the question. Context: Back in middle school, at least I think it was, I had art class. I didn't particularly love it but it was interesting enough at the least to hold my attention. We got to class and the teacher pulled up a list of instructions on the projector. She had each of us follow the instructions and she gave us 20 minutes to complete all of them. It may even have been a bit of a race too, to see who finished it first. This becomes a lot more evident in a second. I can't recall the exact details of the instructions, except that clearly it had to do with art such as having to draw a bunch of things. Anyways, we all went one by one down the instructions getting increasing nervous as to try to be the first one to finish. The class goes quiet while we work. Then I get to the last instruction which reads something along the lines of: "Step 15: Skip steps 114 and put your pencil down." You gotta be freaking kidding me. We're all so confused and mad at ourselves for not reading the whole of the instructions first. She turned this into a lesson for how we need to learn to read all the instructions first and then start, which was pretty clever. She got us! I remember this vividly to this day. But I look back now on this "prank" and I realize that she was kind ofwrong. Sure if the instructions are short like 15 steps it might be good to glance through before you start. But what about a whole load of instructions? Who the hell is going to read through the instructions for how to build their Death Star LEGO set before even starting to build it. Just a waste of time really. Note: I have never built a Death Star LEGO set. Question: How many students were in the class? Answer:
OPTIONS:
- Twenty.
- Twenty-five.
- Thirty.
- not enough information

Answer: not enough information

Problem: OPTIONS:
- Phil Gilbert's colleague
- Phil Gilbert's hired designer
- Phil Gilbert's subordinate
- not enough information
Q: Read the following context and answer the question. Context: 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: Who is the prospective client? Answer:
Answer:
not enough information