Answers4 works, doesn't work5 Business students, kindergartners

Answers1d 2a 3e 4b 5t 6c

Answers<ol><li>﻿﻿And though it seems really simple, it's actually pretty hard.</li><li>﻿﻿So CEOs: a little better than average, but here's where it gets interesting. If you put an executive admin on the team, they get significantly better.</li><li>﻿﻿So the same team went from being the very worst to being among the very best.</li></ol>

Answers1 c 2 a 3 f 4 e 5 b 6 d

Answers1 marshmallow 2 collaborate 3 the nature of collaboration

Answers1 F (Most teams don't build a successful tower on their first try.)2 F (Business people and kindergarteners approach the project very differently.)3 T4 T5 F (When a cash prize is offered, teams perform even worse.)6 T

Answers1 Business school graduates 2 Kindergartners 3 fail4 are keys to success

Answers1 engineers and architects 2 executive admins3 skills 4 prototyping 5 hidden assumptions6 questions

Answers<ol><li>﻿﻿The ideas of Bert, Alicia, lan and Elise are all mentioned in his talk. The idea that Dom mentions is his own, and not addressed in Wujec's talk.</li><li>﻿﻿Wujec's main idea is explained by Bert: Identifying our hidden assumptions about team-work may help us avoid failure.</li><li>﻿﻿Students give their own views but they are likely to say that Wujec supports his idea well with his use of evidence and visuals.</li></ol>

Answers1 a 2 b3 c4 a 5 c

Answers1<ol><li>﻿﻿Because he's a visual thinker and communicator.</li><li>﻿﻿Although he now works in the fields of design and visual thinking, he originally studied Astronomy and Psychology at the University of Toronto.</li><li>﻿﻿Work at the museum designing interactive exhibits.</li><li>He attended his first TED conference in 1994. In addition to giving seven TED Talks, he's also been a visual artist and host at TED conferences, and he lists TED among his clients.</li><li>He's a fellow at Autodesk and is writing his fifth book.</li></ol>2b Collaboration drives innovation31 origin 2 create 3 collaboration 4 complex41e 2a 3b 4c 5d

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Answers6<ol><li>﻿﻿Gawande is able to take a step back from the detailed work of his job as a practising doctor to look at medicine as a whole.</li><li>﻿﻿He sets out to provide clarity to problems that show bewildering complexity.</li><li>﻿﻿﻿.. in 1970 the average hospital visit required care from two full-time clinicians. By the end of the twentieth century the number had risen to fifteen.</li><li>﻿﻿Gawande's message is an important one: medicine is broken but there are answers to its problems so it can be fixed.</li></ol>7<ol><li>﻿﻿Gawande steps back from his job and looks at the bigger picture of medicine as a whole.</li><li>﻿﻿The complexity comes from the increase in the number of people, procedures and drugs used in the health industry.</li><li>﻿﻿High-risk ones like aviation and high-rise construction.</li><li>﻿﻿His personal interest is his daughter's rare illness and the respect he's gained for the medical profession.</li></ol>81 4,000, 6,000 2 40 per cent of, 60 per cent of, two million people 3 finding the failures, devising solutions, implementing the ideas 4 checklists 5 reduced complications, 47 per cent91a 2c 3a 4b 5a