Ques: "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." What mistake will Jenny make? Pick the correct answer from the following options: A. Sleeping with Kyle. B. not enough information C. Get into a car accident on her Lexus. D. Picking a poor jury pool.
Ans: A

Ques: "That'll be $9.87." Rebecca Ranghorn flipped up the top of the box, pulled out a glazed donut, and took bite. The young secretary behind her looked on in disbelief. She was so ready for the weekend. But first she had to get to the office and put in her lousy eight hours. Why couldn't this woman just pay and get out of the way? Rebecca tossed the box at the clerk. A couple of donuts flew out and fell on the floor behind the counter. "Those are yesterday's donuts. I told you to give me the fresh ones." "But, ma'am, these are the fresh--." The look in her eyes stopped him cold. He dumped the box in the trash and picked out a fresher dozen. "Now, that'll be $9.87, please." "Keep your drawers on, Jack." She sampled the new batch. "That's more like it." She threw a ten dollar bill on the counter and walked out with her donuts and large bottle of orange juice. Her enormous black 1979 Lincoln Continental Town Car was four feet longer and twice the weight of the young secretary's Toyota Corolla parked next to it. It was costing her a fortune to drive her dad's old car. But it made her feel close to him--even though he had been dead for eleven years. She rarely had an occasion to drive out of town--and it was not a big town. Sherman, Texas has about 36,000 residents. She pulled into the old strip mall parking lot. Most of the stores and other businesses were barely hanging on. The place hadn't seen decent shopping traffic since the 1980s. But it was the perfect location for Rebecca and her partner. They didn't need shoppers. All they needed was cheap office space. Theirs was narrow, but deep, with a reception area, two offices and a bathroom. What does Rebecca think about the office space? Pick the correct answer from the following options: A. It wasn't busy enough B. It was perfect C. It was too small D. not enough information
Ans: B

Ques: 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.... Phil Gilbert is probably trying to Pick the correct answer from the following options: A. get a promotion B. transform the company C. keep things the way they are D. not enough information
Ans:
B