Read the following context and choose the correct option to answer the question. Context: I ducked, Cerberus pounced, and Mr. Waciejowski screamed like a dying ferret--a soothing and pleasant sound under most other circumstances, but now only distracting. I felt the rush of air against my face as the crowbar skimmed my head. The man wielding it was in a black three-piece suit and built like a Texas linebacker. His mass seemed to bend space-time in the parking lot as he barreled down on me. All I could see was nearly seven feet of Armani silk. I stood upright and brought my knee into his groin and gave him a swift elbow in the small of his back and a fist to the base of his skull. Now, I wasn't the biggest guy in the world, but I certainly wasn't the smallest either. And I was also acutely aware of how much damage I could do to another human being. But this hulking mass in Italian finery didn't even seem phased. The blows I sent this guy should have dropped him like a bag of wet cement, but he just turned and hamstringed me with that damn crowbar. I fell so hard that one of my teeth chipped. The box flew out of my grip and landed just a few feet away. Out of the corner of my eye I could see Pete on the ground, fumbling with his cell phone while Cerberus mauled another suit trying to sneak up behind me. If the fall hadn't knocked the wind out of me, seeing Cerberus tear into this guy certainly would have. The dog was all fangs and fur, making sounds like construction machinery. Thick and heavy. The guy was screaming all kinds of nonsense as he kept his shredded arms in front of his face and neck. Blood and fabric flew about as the animal tossed its head in violent arcs. Question: Who is the narrator? Options: A. Cerberus. B. A professional killer. C. not enough information D. A bystander.
C

Read the following context and choose the correct option to 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: Phil Gilbert is probably trying to Options: A. get a promotion B. transform the company C. keep things the way they are D. not enough information
B

Read the following context and choose the correct option to answer the question. Context: I have been a teacher for many years and so many of my students have done nice things for me..they are just nice people. I retired last year and was a substitute teacher this last school year. In June a teacher I had just subbed for a half day needed emergency surgery and I was asked to go in and finish her year. Good thing it was in an area I knewEnglish and Social at the grade 9 level. The kids were pretty goodsome were a handful but most of them were very accommodating. They were also writing important provincial exams at the end of the year and were getting stressed out about it. As I was getting them ready to write their exam, I took a few moments to thank them for welcoming me into their classroom and making my jobwhile not easy.at least a rewarding experience. One boy who seemed to complain about everything.thanked me for taking ownership and preparing them for final exams. I had recognized that his argumentative nature was his way of dealing with stress and tried not to let it affect my teaching. That mostly worked. There was a time when I told him, quite loudly, that if he had spent his time getting ready to do assignments instead of arguinghe could have been finished days ago. He just nodded his head and got to work. It was a nice gesture that he was able to thank me for doing my job.that he recognized that some things were out of his control and to just get on with it. A life lesson that I am still learning, by the way. Every day lately, I have had something nice happen to me with my students. I am feeling blessed. Question: Why was the student misbehaving? Options: A. He was scared of failing. B. not enough information C. He was frustrated and stressed. D. His argumentative nature was his way of dealing with stress.
D