Choose the correct answer from the choices, according to the article.
Instructions
Paste a paragraph or article below with words in {{word1,word2,word3,...}} format. Word1 is the default (blue), word2 is the correct answer (green when selected), and the rest are distractors (red when selected). Click "Transform" to generate the exercise above the textarea. Use "Delete Forever" to remove a section if needed. Enter a file name and click "Save to Download Folder" to export as an HTML file.
Steve Jobs didn't just build Apple into a successful tech company; he
workplace culture, creating an environment that broke traditional corporate rules. While companies like IBM followed formal
with
management, Jobs created a flat corporate structure, casual atmosphere, and constant innovation. His leadership at Apple provides valuable
for today's changing business world.
Breaking Dress Code Traditions
In the 1970s, IBM offices were filled with employees wearing suits and ties, a
that showed authority and
. Jobs, however, was known for his
turtleneck and jeans. At Apple,
became a symbol of creativity, creating equality so that ideas mattered more than job titles. This change
employees to focus on innovation instead of
.
Flattening the Organization
Jobs disliked
hierarchies. For him,
slowed
and
of innovation. Jobs replaced top-down decision-making with
teams made up of engineers, designers, and marketers. These teams used
innovation, working quickly to create products like the iPhone. This
made Apple's processes different from IBM's slower processes.
collaboration across departments became
for success in this new corporate structure.
Re-imagining the Physical Space
Apple's
was called a
, and this was a
choice. Unlike IBM's offices filled with
, Apple featured an
with glass-walled rooms and
spaces, encouraging spontaneous teamwork. Jobs believed this environment increased creativity and helped teams understand his vision.
Demanding Excellence
At Apple, excellence was
. Jobs established a
culture, demanding products that were intuitive and visually attractive, from the iPod's sleek design to the iPhone's revolutionary interface. This focus on customer experience rather than
profits changed business
. Jobs promoted a results-oriented
where delivering exceptional quality became the standard.
Leading with Vision
Jobs' leadership style was both inspiring and
. He motivated teams to "put a dent in the universe,"
motivation and attracting top
. His
pushed employees to their limits, with late nights and canceled projects being common. This challenging environment wasn't for everyone, but it was this
mentality of "changing the world" that
innovation.
Creating an Innovation Hub
The Apple campus combined casual attire, open spaces, and strong ambition. Working for Jobs meant
hours but also making a meaningful impact---employees knew they were shaping the future. This
culture contrasted sharply with IBM's
, predictable offices, highlighting Jobs' ability to balance creativity with
. The workplace became a center of innovation where taking risks was
.
Steve Jobs didn't just build Apple into a successful tech company; he {{choices, transformed, preserved, imagined, calculated, listed}} workplace culture, creating an environment that broke traditional corporate rules. While companies like IBM followed formal {{choices, hierarchies, equality, ladders, procedures, levels}} with {{choices, top-down, bottom-up, vertical, forced, outlined}} management, Jobs created a flat corporate structure, casual atmosphere, and constant innovation. His leadership at Apple provides valuable {{choices, insights, confusion, suggestions, models, approaches}} for today's changing business world.
### Breaking Dress Code Traditions
In the 1970s, IBM offices were filled with employees wearing suits and ties, a {{choices, dress code, freedom, attire, guideline, requirement}} that showed authority and {{choices, conformity, rebellion, obedience, reliability, coordination}}. Jobs, however, was known for his {{choices, signature, generic, uniform, memorable, routine}} turtleneck and jeans. At Apple, {{choices, casual attire, formal wear, comfortable clothes, dress uniform, relaxed fashion}} became a symbol of creativity, creating equality so that ideas mattered more than job titles. This change {{choices, empowered, restricted, enabled, liberated, influenced}} employees to focus on innovation instead of {{choices, protocol, creativity, disruption, routine, procedure}}.
### Flattening the Organization
Jobs disliked {{choices, bureaucratic, efficient, structured, orderly, professional}} hierarchies. For him, {{choices, bureaucracy, simplicity, formality, regulation, paperwork}} slowed {{choices, progress, failure, delay, momentum, growth}} and {{choices, stood in the way, cleared the path, paved the road, paused, overlooked}} of innovation. Jobs replaced top-down decision-making with {{choices, cross-functional, isolated, specialized, grouped, blended}} teams made up of engineers, designers, and marketers. These teams used {{choices, bottom-up, top-down, coordinated, reversed, upside-down}} innovation, working quickly to create products like the iPhone. This {{choices, flexibility, rigidity, versatility, variability, looseness}} made Apple's processes different from IBM's slower processes. {{choices, Mastering, Neglecting, Learning, Discovering, Committing}} collaboration across departments became {{choices, essential, optional, supportive, valuable, frequent}} for success in this new corporate structure.
### Re-imagining the Physical Space
Apple's {{choices, headquarters, branch, annex, studio, office}} was called a {{choices, campus, tower, building, complex, base}}, and this was a {{choices, strategic, accidental, logistical, organized, timed}} choice. Unlike IBM's offices filled with {{choices, cubicles, lounges, desks, workstations, booths}}, Apple featured an {{choices, open layout, closed setting, neat design, distributed floorplan, structured plan}} with glass-walled rooms and {{choices, communal, private, reserved, personal, open}} spaces, encouraging spontaneous teamwork. Jobs believed this environment increased creativity and helped teams understand his vision.
### Demanding Excellence
At Apple, excellence was {{choices, non-negotiable, flexible, avoidable, exceptional, defined}}. Jobs established a {{choices, performance-driven, leisure-based, relaxed, result-minded, work-heavy}} culture, demanding products that were intuitive and visually attractive, from the iPod's sleek design to the iPhone's revolutionary interface. This focus on customer experience rather than {{choices, short-term, long-term, endless, future, stable}} profits changed business {{choices, priorities, distractions, challenges, opportunities, goals}}. Jobs promoted a *results-oriented* {{choices, mindset, outlook, pattern, drive, mission}} where delivering exceptional quality became the standard.
### Leading with Vision
Jobs' leadership style was both inspiring and {{choices, demanding, forgiving, generous, rigid, structured}}. He motivated teams to "put a dent in the universe," {{choices, boosting, lowering, sparking, increasing, enhancing}} motivation and attracting top {{choices, talent, staff, workers, effort, minds}}. His {{choices, intensity, calmness, boldness, strength, pressure}} pushed employees to their limits, with late nights and canceled projects being common. This challenging environment wasn't for everyone, but it was this {{choices, high-stakes, low-pressure, risky, crucial, tense}} mentality of "changing the world" that {{choices, fostered, weakened, created, launched, fueled}} innovation.
### Creating an Innovation Hub
The Apple campus combined casual attire, open spaces, and strong ambition. Working for Jobs meant {{choices, challenging, easy, slow, long, demanding}} hours but also making a meaningful impact---employees knew they were shaping the future. This {{choices, dynamic, stable, intense, changing, rapid}} culture contrasted sharply with IBM's {{choices, stable, shifting, disorganized, static, slow}}, predictable offices, highlighting Jobs' ability to balance creativity with {{choices, productivity, downtime, chaos, design, reliability}}. The workplace became a center of innovation where taking risks was {{choices, encouraged, discouraged, overlooked, accepted, expected}}.
Steve Jobs didn't just build Apple into a successful tech company; he {{__________choices, transformed, preserved, imagined, calculated}} workplace culture, creating an environment that broke traditional corporate rules. While companies like IBM followed formal {{__________choices, hierarchies, equality, ladders, levels}} with {{__________choices, top-down, bottom-up, vertical, forced}} management, Jobs created a flat corporate structure, casual atmosphere, and constant innovation. His leadership at Apple provides valuable {{__________choices, insights, confusion, models, stuff}} for today's changing business world.
### Breaking Dress Code Traditions
In the 1970s, IBM offices were filled with employees wearing suits and ties, a {{__________choices, dress code, freedom, guideline, settlement}} that showed authority and {{__________choices, conformity, rebellion, reliability, coordination}}. Jobs, however, was known for his {{__________choices, signature, generic, uniform, routine}} turtleneck and jeans. At Apple, {{__________choices, casual attire, formal wear, dress uniform, top fashion}} became a symbol of creativity, creating equality so that ideas mattered more than job titles. This change {{__________choices, empowered, restricted, set up, put down}} employees to focus on innovation instead of {{__________choices, protocol, creativity, disruption, procedure}}.
### Flattening the Organization
Jobs disliked {{__________choices, bureaucratic, efficient, loose, orderly}} hierarchies. For him, {{__________choices, bureaucracy, simplicity, formality, paperwork}} slowed {{__________choices, progress, failure, delay, competition}} and {{__________choices, stood in the way, cleared the path, paved the road, overlooked}} of innovation. Jobs replaced top-down decision-making with {{__________choices, cross-functional, isolated, grouped, blended}} teams made up of engineers, designers, and marketers. These teams used {{__________choices, bottom-up, top-down, reversed, upside-down}} innovation, working quickly to create products like the iPhone. This {{__________choices, flexibility, rigidity, versatility, viability}} made Apple's processes different from IBM's slower processes. {{__________choices, Mastering, Neglecting, Discovering, Committing}} collaboration across departments became {{__________choices, essential, optional, supportive, frequent}} for success in this new corporate structure.
### Re-imagining the Physical Space
Apple's {{__________choices, headquarters, branch, annex, studio}} was called a {{__________choices, campus, tower, building, base}}, and this was a {{__________choices, strategic, accidental, logistical, timed}} choice. Unlike IBM's offices filled with {{__________choices, cubicles, lounges, open rooms, parks}}, Apple featured an {{__________choices, open layout, closed setting, tight design, distributed plan}} with glass-walled rooms and {{__________choices, communal, private, reserved, personal}} spaces, encouraging spontaneous teamwork. Jobs believed this environment increased creativity and helped teams understand his vision.
### Demanding Excellence
At Apple, excellence was {{__________choices, non-negotiable, flexible, avoidable, defined}}. Jobs established a {{__________choices, performance-driven, leisure-based, relaxed, work-at-home}} culture, demanding products that were intuitive and visually attractive, from the iPod's sleek design to the iPhone's revolutionary interface. This focus on customer experience rather than {{__________choices, short-term, long-term, endless, unstable}} profits changed business {{__________choices, priorities, distractions, challenges, community}}. Jobs promoted a results-oriented {{__________choices, mindset, unstable, outset, mindmap}} where delivering exceptional quality became the standard.
### Leading with Vision
Jobs' leadership style was both inspiring and {{__________choices, demanding, forgiving, generous, soft}}. He motivated teams to "put a dent in the universe," {{__________choices, boosting, lowering, roosting, rousting}} motivation and attracting top {{__________choices, talent, incometents, laziness, measures}}. His {{__________choices, intensity, calmness, kindness, charity}} pushed employees to their limits, with late nights and canceled projects being common. This challenging environment wasn't for everyone, but it was this {{__________choices, high-stakes, low-pressure, outside, upside}} mentality of "changing the world" that {{__________choices, fostered, weakened, hindered, faltered}} innovation.
### Creating an Innovation Hub
The Apple campus combined casual attire, open spaces, and strong ambition. Working for Jobs meant {{__________choices, challenging, easy, slow, happy}} hours but also making a meaningful impact---employees knew they were shaping the future. This {{__________choices, dynamic, stable, torrential, adverse}} culture contrasted sharply with IBM's {{__________choices, stable, shifting, disorganized, burned}}, predictable offices, highlighting Jobs' ability to balance creativity with {{__________choices, productivity, downtime, chaos, design}}. The workplace became a center of innovation where taking risks was {{__________choices, encouraged, discouraged, overlooked, dangerous}}.
Steve Jobs didn't just build Apple into a successful tech company; he {{choices, transformed, preserved, imagined, calculated}} workplace culture, creating an environment that broke traditional corporate rules. While companies like IBM followed formal {{choices, hierarchies, equality, ladders, levels}} with {{choices, top-down, bottom-up, vertical, forced}} management, Jobs created a flat corporate structure, casual atmosphere, and constant innovation. His leadership at Apple provides valuable {{choices, insights, confusion, models, stuff}} for today's changing business world.
### Breaking Dress Code Traditions
In the 1970s, IBM offices were filled with employees wearing suits and ties, a {{choices, dress code, freedom, guideline, settlement}} that showed authority and {{choices, conformity, rebellion, reliability, coordination}}. Jobs, however, was known for his {{choices, signature, generic, uniform, routine}} turtleneck and jeans. At Apple, {{choices, casual attire, formal wear, dress uniform, top fashion}} became a symbol of creativity, creating equality so that ideas mattered more than job titles. This change {{choices, empowered, restricted, set up, put down}} employees to focus on innovation instead of {{choices, protocol, creativity, disruption, procedure}}.
### Flattening the Organization
Jobs disliked {{choices, bureaucratic, efficient, loose, orderly}} hierarchies. For him, {{choices, bureaucracy, simplicity, formality, paperwork}} slowed {{choices, progress, failure, delay, competition}} and {{choices, stood in the way, cleared the path, paved the road, overlooked}} of innovation. Jobs replaced top-down decision-making with {{choices, cross-functional, isolated, grouped, blended}} teams made up of engineers, designers, and marketers. These teams used {{choices, bottom-up, top-down, reversed, upside-down}} innovation, working quickly to create products like the iPhone. This {{choices, flexibility, rigidity, versatility, viability}} made Apple's processes different from IBM's slower processes. {{choices, Mastering, Neglecting, Discovering, Committing}} collaboration across departments became {{choices, essential, optional, supportive, frequent}} for success in this new corporate structure.
### Re-imagining the Physical Space
Apple's {{choices, headquarters, branch, annex, studio}} was called a {{choices, campus, tower, building, base}}, and this was a {{choices, strategic, accidental, logistical, timed}} choice. Unlike IBM's offices filled with {{choices, cubicles, lounges, open rooms, parks}}, Apple featured an {{choices, open layout, closed setting, tight design, distributed plan}} with glass-walled rooms and {{choices, communal, private, reserved, personal}} spaces, encouraging spontaneous teamwork. Jobs believed this environment increased creativity and helped teams understand his vision.
### Demanding Excellence
At Apple, excellence was {{choices, non-negotiable, flexible, avoidable, defined}}. Jobs established a {{choices, performance-driven, leisure-based, relaxed, work-at-home}} culture, demanding products that were intuitive and visually attractive, from the iPod's sleek design to the iPhone's revolutionary interface. This focus on customer experience rather than {{choices, short-term, long-term, endless, unstable}} profits changed business {{choices, priorities, distractions, challenges, community}}. Jobs promoted a results-oriented {{choices, mindset, unstable, outset, mindmap}} where delivering exceptional quality became the standard.
### Leading with Vision
Jobs' leadership style was both inspiring and {{choices, demanding, forgiving, generous, soft}}. He motivated teams to "put a dent in the universe," {{choices, boosting, lowering, roosting, rousting}} motivation and attracting top {{choices, talent, incometents, laziness, measures}}. His {{choices, intensity, calmness, kindness, charity}} pushed employees to their limits, with late nights and canceled projects being common. This challenging environment wasn't for everyone, but it was this {{choices, high-stakes, low-pressure, outside, upside}} mentality of "changing the world" that {{choices, fostered, weakened, hindered, faltered}} innovation.
### Creating an Innovation Hub
The Apple campus combined casual attire, open spaces, and strong ambition. Working for Jobs meant {{choices, challenging, easy, slow, happy}} hours but also making a meaningful impact---employees knew they were shaping the future. This {{choices, dynamic, stable, torrential, adverse}} culture contrasted sharply with IBM's {{choices, stable, shifting, disorganized, burned}}, predictable offices, highlighting Jobs' ability to balance creativity with {{choices, productivity, downtime, chaos, design}}. The workplace became a center of innovation where taking risks was {{choices, encouraged, discouraged, overlooked, dangerous}}.