Problem:OPTIONS:
- not enough information
- ffred
- johns wife
- john

Think outside the box, whilst inside the box (studio): As this studio is about working with constraints, I thought i'd google 'constraints in filmmaking' and see what comes up. One of the first links was to a journal article by Heidi Philipsen entitled 'Constraints in Film Making Processes Offer an Exercise to the Imagination'. Interestingly enough the first sentence of her article states: "I would like filmmakers interested in thinking "outside the box" to recognize that they can benefit from being placed "inside a box." I wonder if Paul had contemplated this whilst choosing the name for this studio. Throughout her article Philipsen challenges the notion that creativity is an intangible innate quality, existing within the mind of one source, but rather creativity arises from a multitude of sources. Alike all things shared she suggests that creativity is easier to enhance by changing environmental conditions, rather than encouraging people to 'think more creatively'. Perceiving creativity in this way allows you to see it as an organisationally influenced phenomenon, rather than a psychological and individual phenomenon. Which enables you to have more control over creativity and to encourage creativity once being aware of how it can be environmentally enhanced. As Csikzentmihalyi (1996) states "a genuinely creative accomplishment is almost never the result of a sudden insight, a lightbulb flashing on in the dark, but comes after years of hard work". Constraints, as Philipsen suggests is one such way to manipulate the environment to enhance creativity. Students who attended The Film School in Denmark, who were forced into working with constraints for their projects eventually considered constraints to be both useful and inspirational. Such constraints included: making a scene with a specific theme, within a specific deadline and with other specific conditions concerning the use of camera, sound, actors etc. Students stated that these constraints ultimately made them feel secure, inspired and focused and... Question: Who ate the cake === The answer to the above question is
****
A: john

I've shared my feelings about Temple Spa before in my review of Repose Aromatherapy Resting Cream. Basically, my first experience was a very pushy salesperson at a wedding fair several years ago which really put me off the brand, and it took me a while to try their products again. But when I did I was really impressed, and I can honestly say that nothing I've reviewed since has disappointed me! Today I'm reviewing Temple Spa Trufflesque, an Ultra Hydration & Radiance Masque for the face. Trufflesque aims to give hydration and radiance to the skin, and plumps to help reduce the appearance of fine lines and wrinkles. It's a luxury mask suitable for all skin types, particularly dry or dull skin, and it helps to rejuvenate tired skin too. The impressive list of ingredients includes black truffles, gold and silk peptides, but unfortunately these expensive additives contribute to Trufflesque's slightly expensive price tag. The first thing that strikes me about this product is the amazing packaging. All Temple Spa products have really amazing, premium packaging, and I feel that they add to the feeling that you are about to use something really special on your skin. The dark glass jar has a gold lid and it is nestled in a gold and chocolate brown box with the most amazingly cute mask brush slotted in too. The mask itself is gold and it shimmers so prettily, if you look closely it's almost as if you can see the particles of real gold! To apply you just paint the golden mask onto your face with the cute little brush (it makes applying the mask so easy) then leave for 15-20 minutes. The mask doesn't dry completely, it stays a little bit tacky to the touch, and I find that it makes my skin tingle quite a bit. For extra benefits you can also then massage the mask into your skin for around 2 minutes, before removing with a damp muslin cloth or flannel. Question: How does the reviewer probably feel now about Tempe Spa? === The answer to the above question is
OPTIONS:
- their products are not worth the price
- they make worthwhile products
- not enough information
- they are a poorly managed company
they make worthwhile products

Problem: OPTIONS:
- not enough information
- He dislikes design
- He intends to learn design
- He has passion, plans and goals for IBM's design team
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: What is probably true about Gilbert? === The answer to the above question is
Answer:
He has passion, plans and goals for IBM's design team