AI Solved: Question textSection FRead the text on workplace innovation and answer the following questions. 1. Perfectionism, or the desire to do everything perfectly, has become a common feature in today’s workplace culture and is demanded by some organisations. As a result, employees can feel pressured by colleagues and superiors to always deliver perfect outcomes. This creates a work environment that reduces their level of creativity and innovation. Instead, encouraging individuals and teams to experiment with new ideas leads to long-term success in the workplace. 2. The pressure to produce perfect work has been linked to increased stress and exhaustion. The fear of making mistakes can lead to negative mood and low confidence. These feelings result in high levels of employee turnover and poor productivity. Understanding mistakes, however, can enhance the ability to face difficulties. In a study by the University of Chicago (2022), participants who were allowed to fail at work were more flexible and capable than their colleagues. This is because they were able to learn from their mistakes and develop coping strategies. Those who were pressured to succeed lost their confidence. They did not develop coping strategies. Businesses and their staff, therefore, benefit from having realistic expectations. 3. Organisations that encourage experimenting have higher levels of innovation and productivity in their workers. They make greater profits as a consequence. Individuals who have the freedom to test their ideas are more likely to be innovative, even if they fail. Leaders in fields such as transport, technology and entertainment, turn experiments into opportunities to develop products or improve their customers’ experience. Apple, Amazon, and Coca-Cola are just a few international corporations whose failures have had eventual positive outcomes in the market. This highlights the importance of creating a workplace culture that values experimenting and learning from mistakes. 4. Allowing workers to experiment and learn promotes a culture of creativity and problem-solving. This is because individuals who are given the freedom to experiment are more likely to take risks and try out new approaches. Failure and mistakes should be seen as opportunities to improve. A study by the University of California (2022) found that individuals who were allowed to experiment generated more original ideas and solutions than those who were not. In the study, workers who had the opportunity to experiment felt more interested in their work activities. They were attached to their work and had a greater sense of purpose. This enthusiasm led to greater job satisfaction and motivation. Organisations that embrace the freedom to fail benefit from original ideas and innovative solutions. 5. Diversity and inclusion can promote a culture of experimenting and learning in the workplace. Individuals from diverse backgrounds bring unique perspectives and original ideas. Organisations that embrace these values are more likely to be innovative. This often leads to breakthroughs. Organisations that have benefited from valuing diversity and inclusion are the technology companies headed by Microsoft. They attracted employees from diverse backgrounds through hiring practices that promote diversity, and provide training for these employees where required. They have seen significant gains in innovation, such as a game controller designed for people with disabilities. This innovation came from an engineer who had a disability, and struggled to use traditional game controllers. 6. Companies that encourage experimenting in the workplace have a competitive advantage. Research suggests that such organisations are more adequately equipped to adapt to changing market conditions. They develop new products and services to stay ahead of the competition. For example, Apple's culture of experimenting and innovation has led to the development of numerous products, including the iPhone and iPad, that have disrupted entire industries. They have transformed the way people communicate and consume media. 7. It is impossible to always achieve perfection at work, yet many individuals try hard to accomplish this. They believe their employers and colleagues expect it. This belief has more disadvantages than advantages. Creating a workplace culture that values experimenting and learning can lead to greater innovation, creativity, and success in the long term. Pressure to succeed can limit these qualities and have a negative impact on employee wellbeing. Allowing trials to fail and promoting diversity create a positive work culture and environment. This is clearly what workers need to innovate and succeed over time. A focus on experimenting and learning from failure can provide an advantage in the market. The feeling of freedom to test ideas and make mistakes is essential for success in the modern workplace. Questions 19 – 22. Which paragraphs contain the following supporting information? Match the information to the paragraph number. 19. Evidence that failure enhances the ability to face challengesAnswer 1 Question 19-22[select: , Paragraph 1, Paragraph 2, Paragraph 3, Paragraph 4, Paragraph 5, Paragraph 6, Paragraph 7]20. Examples of companies that hired innovative staffAnswer 2 Question 19-22[select: , Paragraph 1, Paragraph 2, Paragraph 3, Paragraph 4, Paragraph 5, Paragraph 6, Paragraph 7]21. Research findings about increasing motivation at work Answer 3 Question 19-22[select: , Paragraph 1, Paragraph 2, Paragraph 3, Paragraph 4, Paragraph 5, Paragraph 6, Paragraph 7]22. Some companies that have benefited from failures Answer 4 Question 19-22[select: , Paragraph 1, Paragraph 2, Paragraph 3, Paragraph 4, Paragraph 5, Paragraph 6, Paragraph 7] | Reading comprehension | English | Black Tom

28. The speaker concludes that all schools should be Answer Question 22[input] of their students’ success.

Write ONE WORD from the text to complete the sentence. 24. ‘their’ in paragraph 4 refers to Answer Question 12[input].

Section FRead the text on urban housing and answer the following questions. 1. Melbourne - and indeed, all of Australia - will experience massive growth over the next decades – but where will these people live? And perhaps more importantly, how will they live? A TEDx talk by Jeremy McLeod, founder and director of Breathe Architecture, explores these questions. The answer is certainly not more suburban sprawl, but it’s also not necessarily high-density high rise. Unlike New South Wales, Victoria doesn’t have strict controls on minimum design quality in apartments – and in Melbourne the overheated property market has led to the construction of some truly terrible high-rise housing.2. So what might be an alternative to some of the poor quality, environmentally destructive, socially alienating and prohibitively expensive housing on the market today? McLeod describes how, back in 2007, he and a group of five architect colleagues got together to address exactly this question. They proposed The Commons: a medium-density housing development which would set out to meet a “triple bottom line” purpose: achieving social, environmental and financial sustainability. While that development was a success in design terms, it failed to be financially sustainable.3. It was at this point that McLeod and his collaborators made their revolutionary move, and came up with what they call the Nightingale Model (a financial paradigm). This shift is the real genius here: moving beyond an architectural model to a financial one, redesigning the funding process before designing any building. The Nightingale Model works on the principle of paring back construction costs (the lack of car parking has been controversial, but if you don’t have a car, and you do have a train, a tram, and a bike path outside your door, then it seems like a no-brainer). 4. It then goes further – by connecting directly with potential owner-occupiers it cuts out the marketing budget, relinquishing the need for an expensive display suite, or real estate agents. These savings are passed on to buyers. But any big construction project still needs financiers, and Nightingale 1.0 has twenty five of them, in addition to the future homeowners themselves, and the architects in the collective. But these are small investors, and their profits are capped at 15%. The cap removes any incentive to increase profit by squeezing quality, and there’s also a limit on how much apartments will be able to be sold for – for twenty years they can only be sold for the average price rise in the suburb on top of their purchase price. The point is that this is not an investment property which can be flipped to turn a swift buck.5. The Nightingale model is scalable and replicable: it is not specific to a particular site or design, and can be rolled out across every city in Australia (or even the world!). Sure enough, there are already three projects at various stages of development – Nightingale 1.0, in Brunswick, has achieved council approval and begun site works, while another project in Fairfield is well advanced, and a third is in planning stages.6. There has been so much interest from potential buyers in Nightingale 1.0 (reportedly 800 people on a waitlist for 44 apartments) that they had to be selected by ballot. Other property developers in Melbourne are reportedly flabbergasted at the project’s popularity in spite of its having broken all the rules about what people (supposedly) want in apartments.7. So, what do we make of all this? The Nightingale model is in fact quite close to a housing collective – a model with a long (and still active) history in Australian cities. But Nightingale goes beyond the post-hippie gaggle of friends that makes up many housing collectives, to a scale that is much larger, and much more ambitious. It’s no coincidence many collectives are packed with architects – who invariably believe that there are other values more important than money, and that architecture is more than a branch of real estate.8. That said, it’s not common for architects to initiate a project from scratch. As the critic Reyner Banham once wrote, architects spend their professional lives standing ready to be “propositioned” by a client: “[They] depend upon someone coming forward with the proposition in one hand and the money bag in the other.” The Nightingale team have set out to avoid this compromise by sticking to low-cost principles and finding ways to fund their projects, keeping the owner-occupier and the architect at the centre of the process. Questions 23 – 24 . What do the underlined words in the text refer to? Write ONE WORD from the text to compete the sentences. 23. ‘them’ in paragraph 4 refers to Answer Question 11[input].

Question textSection FRead the text on urban housing and answer the following questions. 1. Melbourne - and indeed, all of Australia - will experience massive growth over the next decades – but where will these people live? And perhaps more importantly, how will they live? A TEDx talk by Jeremy McLeod, founder and director of Breathe Architecture, explores these questions. The answer is certainly not more suburban sprawl, but it’s also not necessarily high-density high rise. Unlike New South Wales, Victoria doesn’t have strict controls on minimum design quality in apartments – and in Melbourne the overheated property market has led to the construction of some truly terrible high-rise housing.2. So what might be an alternative to some of the poor quality, environmentally destructive, socially alienating and prohibitively expensive housing on the market today? McLeod describes how, back in 2007, he and a group of five architect colleagues got together to address exactly this question. They proposed The Commons: a medium-density housing development which would set out to meet a “triple bottom line” purpose: achieving social, environmental and financial sustainability. While that development was a success in design terms, it failed to be financially sustainable.3. It was at this point that McLeod and his collaborators made their revolutionary move, and came up with what they call the Nightingale Model (a financial paradigm). This shift is the real genius here: moving beyond an architectural model to a financial one, redesigning the funding process before designing any building. The Nightingale Model works on the principle of paring back construction costs (the lack of car parking has been controversial, but if you don’t have a car, and you do have a train, a tram, and a bike path outside your door, then it seems like a no-brainer).4. It then goes further – by connecting directly with potential owner-occupiers it cuts out the marketing budget, relinquishing the need for an expensive display suite, or real estate agents. These savings are passed on to buyers. But any big construction project still needs financiers, and Nightingale 1.0 has twenty five of them, in addition to the future homeowners themselves, and the architects in the collective. But these are small investors, and their profits are capped at 15%. The cap removes any incentive to increase profit by squeezing quality, and there’s also a limit on how much apartments will be able to be sold for – for twenty years they can only be sold for the average price rise in the suburb on top of their purchase price. The point is that this is not an investment property which can be flipped to turn a swift buck.5. The Nightingale model is scalable and replicable: it is not specific to a particular site or design, and can be rolled out across every city in Australia (or even the world!). Sure enough, there are already three projects at various stages of development – Nightingale 1.0, in Brunswick, has achieved council approval and begun site works, while another project in Fairfield is well advanced, and a third is in planning stages.6. There has been so much interest from potential buyers in Nightingale 1.0 (reportedly 800 people on a waitlist for 44 apartments) that they had to be selected by ballot. Other property developers in Melbourne are reportedly flabbergasted at the project’s popularity in spite of its having broken all the rules about what people (supposedly) want in apartments.7. So, what do we make of all this? The Nightingale model is in fact quite close to a housing collective – a model with a long (and still active) history in Australian cities. But Nightingale goes beyond the post-hippie gaggle of friends that makes up many housing collectives, to a scale that is much larger, and much more ambitious. It’s no coincidence many collectives are packed with architects – who invariably believe that there are other values more important than money, and that architecture is more than a branch of real estate.8. That said, it’s not common for architects to initiate a project from scratch. As the critic Reyner Banham once wrote, architects spend their professional lives standing ready to be “propositioned” by a client: “[They] depend upon someone coming forward with the proposition in one hand and the money bag in the other.” The Nightingale team have set out to avoid this compromise by sticking to low-cost principles and finding ways to fund their projects, keeping the owner-occupier and the architect at the centre of the process. Questions 19 – 22. Which paragraphs contain the following supporting information? Match the information to the paragraph number. 19. Locating developments close to public transport can help reduce costs Answer 1 Question 10[select: , Paragraph 1, Paragraph 2, Paragraph 3, Paragraph 4, Paragraph 5, Paragraph 6, Paragraph 7, Paragraph 8, Paragraph 9] 20. Quality control in residential building in Australia varies from state to state. Answer 2 Question 10[select: , Paragraph 1, Paragraph 2, Paragraph 3, Paragraph 4, Paragraph 5, Paragraph 6, Paragraph 7, Paragraph 8, Paragraph 9] 21. The fact that the project is already being replicated is an indication of its success. Answer 3 Question 10[select: , Paragraph 1, Paragraph 2, Paragraph 3, Paragraph 4, Paragraph 5, Paragraph 6, Paragraph 7, Paragraph 8, Paragraph 9] 22. An initial project which aimed to be sustainable in multiple ways. Answer 4 Question 10[select: , Paragraph 1, Paragraph 2, Paragraph 3, Paragraph 4, Paragraph 5, Paragraph 6, Paragraph 7, Paragraph 8, Paragraph 9]

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