2. Instructions:      Based on the following reading text about two museums, design a set of hybrid reading comprehension questions that incorporate multiple formats (e.g., multiple choice and short-answer items) for EFL high school students at the CEFR B2-C1 level. The test should include three parts: Part 1: Summary and Contextual Words • Write a short passage of no more than 80 words that conveys the same meaning as the original text. • Select two words from your passage and remove them to create two blanks. • The two words must appear in the original reading text. • This requires students to: locate two base words in the original text, change word forms appropriately, and fill the blanks so that the passage is grammatically and logically correct. * Provide your answers to the blanks.  Part 2: Phrasal Identification or Contextual Phrase Retrieval • Target a specific phrase in the original text. • Design one short-answer question beginning with "Which [grammatical phrase type or word count]...?" • The question requires students to identify or interpret a phrase based on context. * Provide your answer to the question. Part 3: Reading Comprehension Questions • Design two multiple-choice questions, with options from (A) to (D).  • Each must include 1 correct answer and 3 effective distractors. * Mark the correct answer to each question clearly. [Reading Text]       Throughout history, grand architecture has served as a symbol of national identity and power. Two of the most significant examples are the Louvre in Paris and the Palace Museum in Beijing. Both have undergone a remarkable transformation from exclusive royal residences into massive public museums. Today, these palace museums serve as essential gateways to understanding the art and cultural heritage of their respective nations.

IV. Design a worksheet for the following passage. Before your design, please specify your teaching foci and expected learning outcomes in 100 words. There's a myth that to be a good leader, you need to be the smartest person in the room. As a result, many leaders struggle to admit that they don't have all the answers. They're reluctant to ask for help and end up struggling in silence. This reluctance is normal—it's a fear-based response to not wanting to look incompetent to your team or superiors. But there is a way you can ask for help that strengthens your position as a leader, rather than undermines it. Reluctance to ask for help isn't just pride: it's often about perception. And this concern isn't entirely unfounded. One study found that male leaders risked being perceived as less competent when they asked for a lot of help. In contrast, their female counterparts in the same study didn't experience a significant drop in perceived competence when seeking help. However, researchers cautioned that it isn't actually whether or not you ask for help, but how you ask. The same study noted that asking for help is critical for leaders to learn and improve. And the benefits of asking for help far outweigh the perceived risks. Harvard Business School researchers Alison Wood Brooks and Francesca Gino found that our mindset around seeking guidance is misguided. We might think that others will see us as less capable, but the opposite is true. In their study, Brooks and Gino found that when we ask others for advice, they view us as more competent. It signals that we value their expertise and don't overestimate ourselves, which is a sign of self-awareness. Moving beyond perceptions, asking for help is also likely to yield better performance results. By utilizing the knowledge, expertise, and insight of your team, you expand your collective problem-solving capacity. Leveraging people's strengths to solve complex problems is the hallmark of a competent leader. There's a term for what effective leaders do when they admit they don't know everything: strategic vulnerability. Rather than appearing inept or oversharing indiscriminately, asking questions positions you to lead through vulnerability. That's because you demonstrate that it has a purpose, which is to empower others, utilize their expertise, build trust, and spark collective solutions. Harvard Professor Amy Edmondson, a leading expert on psychological safety, says the simple admission of "I might miss something here, I need to hear from you" lays a foundation of a psychologically safe environment. By modeling fallibility—not ineptitude, you create an environment where people feel safe to speak up, ask questions, and share their opinions and ideas. These are all the fundamental elements of a high-performing team. As Edmondson highlights in her research, an environment with high levels of psychological safety is one with fewer mistakes, less duplication, and less fear and anxiety. When you ask questions as a leader, you appear accessible and approachable. This creates the space for others to do the same, fast-tracking the discovery and recovery from mistakes or potentially more fatal decisions. As a leader, you set the tone: what you do becomes the behaviors that you accept, which your team then reinforces. Asking questions models curiosity and humility. When people feel like you value their input, they can see how their contributions matter to the bigger picture. This builds trust, loyalty, and a sense of meaningfulness into the everyday functions of work. Strategic vulnerability—when you do it right—flips the script from looking incompetent to empowering your team. It also beats pretending you have all the answers.

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