Read the following context and choose the correct option to answer the question. Context: The surgeon who had delivered my son by C-section an hour earlier stepping back from the table, and saying, "We're done, people. Good job, everyone!" That hour had been hell for everyone in the room, save only my little boy, sleeping peacefully in the warming crib, and his mother, who was just stirring from the general that had put her under about 55 minutes earlier. I had come within a few minutes, maybe seconds, of raising my boy as a single parent. Her OB/GYN had fought valliently to keep my family together, and won. Everyone who'd been awake knew exactly how close run a thing it had been. Mr. Murphy had been hanging around the whole time, and neither Doc nor mom was catching a whole lot of breaks that evening. But Doc only needed one, and he made full use thereof. One thing for all new dad's whose wives have had previous abdominal surgery. You never want to hear the muttered words, "Creative anatomy on the way out", when somebody has your wife's belly open. Those are about the worst words in the world, because they mean Doc's gotta put stuff to right in there, and he might not have what he'd like in order to get it done. But when he stands back, after the sponge count had to be done twice, and the tool count is right, and the belly is stapled closed, and everyone in the room is still breathing Just let it be known that the roving nurse has extra sponges for dad's nose. Oh yeah, and the neonatal nurses don't expect dad to change that first diaper. Maconium is nasty shit. Litterally. But I was happy to do it while talking to his groggy mom. Question: How does the writer probably feel about the surgeon? Options: - not enough information - The surgeon seemed like he did not know what he was doing - The surgeon had terrible skills - The surgeon had great skills
The surgeon had great skills

(Question)
Read the following context and choose the correct option to answer the question. Context: Juliette Murray was, like me, a kid at school who got 5 "A"s, which in the West of Scotland put a certain degree of pressure on one's shoulders to study either medicine or law. I studied European Law, and became a teacher - that's what a European Law degree does to you. She studied medicine and is today a practicing doctor, but the education bug is firmly rooted in what she chose to do next. Murray noticed that, particularly in her local area, fewer students were applying to study medicine than the population number would suggest should. Not only that, nationally the number of medical students dropping out after beginning their course of study is increasing. She wondered if we might we persuade a more representative cross section of the community to become doctors. She set about improving the opportunities for local youngsters, aged 14/5, at the time of their work experience choices. Existing work experience for those who want to gain an insight into the world of medical doctors is a sanitised course in an educational skills centre, where bored teenagers endlessly take each other's blood pressure. They have more chance of a realistic insight by breaking their arm and turning up to Accident and Emergency. As any dad-to-be donning surgical greens knows, getting into an operating theatre is where a passion for surgery will be born or, in my case, definitely put to one side as a career option. So, the question became: how might we offer a more realistic experience of what being a doctor, surgeon or other medical profession feels like? Starting with her local hospital, Wishaw General in NHS Lanarkshire, she set about overcoming what she describes as a "culture of obstacles". Two years later, though, and students are indeed undertaking real life surgery work experience, experiencing a live operation theatre and seeing the pressure of the job first hand. Question: Juliette probably thinks Options: - If exposed to teaching, more students will become teachers - If exposed to medicine, more students will become doctors - If exposed to law, more students will become lawyers - not enough information
(Answer)
If exposed to medicine, more students will become doctors

Ques: 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: - get a promotion - transform the company - keep things the way they are - not enough information
Ans:
transform the company