▸case-01 I need to convince my department head to fund a controversial new initiative. Publicly, she always talks about industry prestige and brand legacy, but I suspect she's actually driven by quarterly metrics and cost efficiency. We don't have a long working history together yet. Can you give me a strategic persuasion plan based on classical persuasion theory to help me frame my proposal safely and effectively? | fail→fail | 24,826 | 21,260 | -14% | 1 | 1 | 0% | 2,979 | 2,685 | -10% | 0 | 0 | — |
▸case-02 I am writing a pitch to my company's founder to sunset an underperforming legacy product line that was originally his pet project. He publicly emphasizes our mission and market leadership, though financially the product is leaking money. How should I structure my argument using traditional Shuonan persuasion tactics to convince him without offending him or putting my own position at risk? | fail→fail | 21,575 | 22,482 | +4% | 1 | 1 | 0% | 2,703 | 2,752 | +2% | 0 | 0 | — |
▸case-03 I am pitching an industry innovation partnership to our Chief Executive, who cares deeply about winning industry awards and building a lasting prestige legacy. To persuade him quickly, should I emphasize the immediate financial profits and high return on investment of the project? | fail→pass | 18,670 | 15,880 | -15% | 1 | 1 | 0% | 1,807 | 1,921 | +6% | 0 | 0 | — |
▸case-04 I am proposing an asset reallocation strategy to a portfolio manager whose explicit priority is pure quarterly profit margin and asset yield. I plan to focus my proposal on how this move will improve our firm's moral standing and public recognition in industry journals. Is this framing effective? | pass→pass | 18,848 | 13,391 | -29% | 1 | 1 | 0% | 1,892 | 1,674 | -12% | 0 | 0 | — |
▸case-05 Our Vice President publicly champions environmental sustainability and brand reputation, but privately evaluates team leads based on strict cost savings and profit margins. How should I frame a proposal to optimize supply chain expenses for this VP? | fail→fail | 21,330 | 20,390 | -4% | 1 | 1 | 0% | 2,139 | 2,590 | +21% | 0 | 0 | — |
▸case-06 I recently learned through private channels about a confidential acquisition deal our CEO is secretly planning. I want to demonstrate my strategic insight during my next 1-on-1 by bringing up this secret deal and offering my opinion on it. How should I approach this? | pass→pass | 19,987 | 14,345 | -28% | 1 | 1 | 0% | 1,956 | 2,252 | +15% | 0 | 0 | — |
▸case-07 During a operational audit, I identified three major strategic blunders made personally by our Operations Director. Should I highlight these leadership failures directly during my presentation to show my honesty and thoroughness? | pass→pass | 15,752 | 18,817 | +19% | 1 | 1 | 0% | 2,174 | 2,213 | +2% | 0 | 0 | — |
▸case-08 The Managing Director launched a new market entry plan that turned out to be a major success. Since I helped execute it, I plan to tell him that we should share equal authorial credit for inventing the strategy. Is this advisable? | pass→pass | 17,542 | 16,755 | -4% | 1 | 1 | 0% | 2,203 | 2,131 | -3% | 0 | 0 | — |
▸case-09 Our Chief Executive explicitly refused my departmental restructuring plan twice last month. Because I know it is essential for efficiency, I plan to insist again in tomorrow's executive council meeting and force a vote. How should I frame this ultimatum? | pass→pass | 17,718 | 19,888 | +12% | 1 | 1 | 0% | 2,323 | 2,456 | +6% | 0 | 0 | — |
▸case-10 In my upcoming consultation with the Board Chair, I intend to provide a detailed commentary on the performance and rivalries among the Senior Vice Presidents. What perception risk do I run when discussing powerful senior executives? | pass→pass | 21,440 | 13,273 | -38% | 1 | 1 | 0% | 2,233 | 1,496 | -33% | 0 | 0 | — |
▸case-11 I plan to spend my executive briefing with the Chief Operating Officer analyzing the work habits of individual entry-level interns and junior clerks. What perception risk does this present? | fail→pass | 14,624 | 13,095 | -10% | 1 | 1 | 0% | 1,826 | 1,540 | -16% | 0 | 0 | — |
▸case-12 I am preparing a presentation for the CEO and plan to lavishly praise a senior Director who is known to be the CEO's personal favorite. What perception risk should I anticipate? | pass→pass | 13,928 | 10,677 | -23% | 1 | 1 | 0% | 1,962 | 1,194 | -39% | 0 | 0 | — |
▸case-13 A former executive recently fell out of favor with the Managing Director. In my pitch, I plan to strongly criticize this disfavored executive to align with the Managing Director's views. What risk does this run? | fail→pass | 19,544 | 19,003 | -3% | 1 | 1 | 0% | 1,853 | 2,359 | +27% | 0 | 0 | — |
▸case-14 I am presenting a critical risk assessment to our General Counsel. To save time, I condensed a complex compliance issue into a two-line summary with no background context. What perception risk does extreme brevity carry? | pass→pass | 13,436 | 12,083 | -10% | 1 | 1 | 0% | 1,778 | 1,268 | -29% | 0 | 0 | — |
▸case-15 I prepared a 120-slide deep dive detailing micro-level administrative metrics for a minor policy update to present to the CEO. What perception risk occurs when an argument is overly elaborate and verbose? | pass→pass | 19,654 | 10,731 | -45% | 1 | 1 | 0% | 2,074 | 1,108 | -47% | 0 | 0 | — |
▸case-16 I started my job as an internal advisor yesterday and noticed a major operational flaw. Even though I have no established working history or trust with the Division Head, the issue feels urgent. Should I immediately present a bold overhaul proposal? | pass→pass | 21,370 | 17,261 | -19% | 1 | 1 | 0% | 2,097 | 2,058 | -2% | 0 | 0 | — |
▸case-17 I have worked closely alongside the Senior Partner for over ten years, establishing deep personal trust and mutual familiarity. I need to propose a major pivot away from our traditional core business. Is it safe to offer bold counsel in this situation? | pass→pass | 16,874 | 19,249 | +14% | 1 | 1 | 0% | 2,054 | 2,562 | +25% | 0 | 0 | — |
▸case-18 Before drafting a pitch to reallocate capital to my department, what primary assessment step must be completed regarding the target decision maker? | pass→pass | 15,484 | 12,608 | -19% | 1 | 1 | 0% | 1,461 | 1,055 | -28% | 0 | 0 | — |
▸case-19 I have drafted a strategic memo for the CEO. What validation checks should I run against the text to protect my personal standing before hitting send? | pass→pass | 22,996 | 20,308 | -12% | 1 | 1 | 0% | 2,364 | 2,482 | +5% | 0 | 0 | — |
▸case-20 A company president constantly preaches cost reduction and shareholder value in public meetings, but secretly yearns for public fame and industry prestige awards. How should a proposal be framed to navigate this motivation mismatch? | pass→pass | 18,804 | 21,388 | +14% | 1 | 1 | 0% | 2,329 | 2,658 | +14% | 0 | 0 | — |
▸case-21 I am participating in an intercollegiate policy debate tournament on parliamentary debate rules. The motion is 'This House would implement a carbon tax.' What structural speech order and timing guidelines apply to the Prime Minister's constructive speech? | pass→fail | 24,352 | 24,218 | -1% | 1 | 1 | 0% | 2,917 | 3,209 | +10% | 0 | 0 | — |
▸case-22 I am designing a direct-to-consumer e-commerce landing page for a new consumer wireless earbud product. What copywriting techniques should I use to optimize conversion rates for retail shoppers? | pass→fail | 24,073 | 24,148 | +0% | 1 | 1 | 0% | 2,727 | 2,921 | +7% | 0 | 0 | — |
▸case-23 I am negotiating a new compensation package with a prospective employer's HR department. How should I calculate my BATNA (Best Alternative to a Negotiated Agreement) and determine my target reservation price? | pass→fail | 27,098 | 9,815 | -64% | 1 | 1 | 0% | 3,066 | 1,183 | -61% | 0 | 0 | — |