Q: What would you do you're driving past hundreds of citrus trees. With a better look, they're mandarins, or, more precisely clementines. On the roadside is a truck selling crates of them for 1 euro a kilo. You stop, right? And buy a crate of 10 kilos. Even though you have to get on a plane the next day. I couldn't help myself. Marco, who I had already made turn 180 degrees to drive back to the truck, gave me that look of disapproval when I want to do something totally unreasonable like impulse buy citrus fruit that we can't keep. "What are we going to do with these?" He questioned. I wasn't sure. I wanted to taste them, I wanted to photograph them. And maybe I could even squeeze some of them into our tiny bag to take home. "It won't be a waste, I'll give the rest away!" I reasoned. He just shook his head, giving in. I bought them, a big grin on my face. We were just outside the port city of Taranto, on the western coast of Puglia in Italy's deep south, where we spent a long weekend recently and where clementines have special IGP (Protected Geographical Indication) status. These clementines a hybrid of oranges and mandarins grow in the fertile soil around the gulf of Taranto, particularly around the town of Palagiano (also known as "the city of clementines" they celebrate the symbol of their city with a sagra, a food festival, every December) and the delicate fruit is harvested by hand. We don't get these in Florence, it was my only chance to taste them they are small with very few, if any, seeds, and they are very sweet. Question: How long did it probably take Marco to get to the roadside seller? Options: - One hour - The long weekend - A few minutes - not enough information === The correct answer is
A: A few minutes

Q: Greg Tenorly drove the familiar route from the church to his music studio, studying the homes along the way. He wondered about the families who lived in each one. Like that two-story brick on the corner. What secrets were they hiding? Was the husband abusive? Did a teenager use drugs? Was the family nearly bankrupt? How could anyone know? It was better not to know. The mind can only handle so many problems at one time. He wondered where Troy and Cynthia Blockerman lived. Greg had appeared at the courthouse that morning as part of a jury pool, only to be released. He and the rest of his group would have to return the next morning. He hoped they would not need him. The church would pay his regular part-time salary while he was serving on a jury, but any private lessons he missed would be money lost. Greg's red 1965 Pontiac Bonneville convertible always turned heads as he drove through the small town. He had purchased it two months earlier from a career Navy man down in Longview who had babied the thing for years. It spent most of its life in the man's garage, coming out only when he was on leave. Most trips were to the car wash or the Pontiac dealer for scheduled maintenance. Greg gladly paid $4,000 for it. The sailor called him the very next day and tried to buy it back. He said it was like losing a member of the family. Greg felt bad, but not bad enough to give up the car. How could a 40-year-old car have only 93,000 miles on it? It was dazzling. His little studio was near the town square, nestled between Coreyville Hardware and Susie's Sewing Box. Occasionally he and a student could hear a pipe wrench or hammer hitting the floor on the hardware side. But things were always quiet from Susie's side. At least the soundproofing he had installed kept his neighbors from hearing his students. You can't teach music without hearing both beautiful sounds and sour notes. Question: How long did it probably take to get from the church to Greg's studio? Options: - A few days. - 20 minutes. - A few hours. - not enough information === The correct answer is
A: 20 minutes.

Q: 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: Why did IMB hire so many designers? Options: - to grow the company - to help push a design think revolution - to establish more offices across the firm - not enough information === The correct answer is
A: to help push a design think revolution