Hunch or reason?

1 What was the instinctive reaction of art experts when they saw the statue?

• They thought that it was the real thing

• They thought that it was a forgery.

• They were unsure

• They based their guest on a hunch

2 Why did the Getty museum go ahead with the purchase?

• They listened to people in charge of acquisitions

• They consulted a fortune teller

• They believed the scientific analysis.

• They could not made a choice

3 How are people expected to reach decisions at work?

• By supporting their decisions with detailed analysis of

  cost, time, etc.

• By discussing their guests

• By seeking guidance from senior members

• By wait and see

4 Why can’t leaders always base decisions on facts?

• They have to make difficult strategic decisions

• Because facts can be wrong

• They need to envision future possibilities that go beyond current information.

• Because they don't have to make decisions about the future

5 What example does the writer use of inspired vision and leadership?

• Nokia stayed true to their wood production root

• Nokia transforming itself from a producer of wood to a producer of cable and then a telecommunications giant

• Nokia transforming itself from a carpenter to a communication agency

• Nokia changed their work strategies to sell mobile phones

6 How is the way people take personal decisions different from taking

professional decisions? (pick 2)

• In professional decisions, there is an expectation to rely on hard facts and rational criteria, balancing the emotional aspect with logical analysis.

• Personal decisions are not often based on what feels right,

  rather than weighing up factual evidence.

• Personal decisions - supporting their decisions with detailed analysis of

  cost, time, etc.

• When taking personal decisions, people often rely on instincts and whether something "feels right for them."