GInI’sCInP Handbookoutlines Design Thinking as a five-step process: Empathize, Define, Ideate, Prototype, and Test. However, the question’s phrasing—“second major step” with “three action steps”—requires interpretation. GInI doesn’t explicitly group steps this way, but context suggests a misphrasing or intent to test understanding of the sequence. The standard second step is "Define," which builds on "Empathize" (first) and involves exploration (akin to "Experiment") to refine the problem statement. Thus, "Empathize / Experiment / Define" (D) best fits as a conceptual trio leading to problem clarity. Option A, "Empathize / Ideate / Test," spans non-sequential steps (1, 3, 5). Option B, "Imagine / Test / Define," uses non-GInI terms (“Imagine”). Option C, "Ideate / Experiment / Design," skips earlier steps and misaligns. The original answer (D) is correct, likely intending to cover the early process (Empathize, exploration within Define, Define), reflecting GInI’s iterative, user-focused flow—a nuanced test of process mastery.

GInI’sCInP Handbookdescribes the Innovation Manager as a Project Leader balancing "Internal" (team coordination, resource management) and "External" (stakeholder engagement, ecosystem collaboration) leadership roles. This dual responsibility—navigating inside the organization and outside with partners or markets—requires skills like communication, influence, and adaptability. "Lone Wolf / Pack" (A) is metaphorical, not GInI’s frame. "Steadfast / reliable" (B) is an attribute pair, not roles (original error). "Team / Project" (C) is internal-only, missing external scope. Option D matches GInI’s delineation, correcting the original (B), reflecting a versatile leadership model essential for GInI’s holistic innovation management—a dynamic, boundary-spanning capability.

GInI’sCInP Handbookdetails that First-Level Evaluation & Selection (E&S) Teams in InMS Stage 3 have two primary roles, the first being to "drive and facilitate the evaluation process." This involves assessing all incoming ideas (from the Funnel) for "business and market merit"—e.g., feasibility, value potential—before passing recommendations upward. Evaluation precedes selection, focusing on analysis rather than final choice. "Aggregation process" (A) is earlier (Assimilation). "Challenge process" (C) is a component, not the whole. "Selection process" (D) is the second role, distinct from evaluation. Option B matches GInI’s delineation, aligning with the original answer, reflecting a systematic, merit-based review—a GInI cornerstone for filtering innovation inputs effectively.

GInI’sCInP Handbookframes innovation as a discipline rooted in "creativity"—the ability to "resourcefully arrange things in new ways" to achieve novel, valuable outcomes (e.g., new products, processes). This aligns with GInI’s core definition of innovation as novel value creation, requiring professionals to think divergently and recombine ideas, resources, or insights into a "desired new end point." "Analytical abilities" (A) are vital for evaluation (Mid Zone), but the question emphasizes arrangement, not analysis. "Imagination" (B) is a facet of creativity, but GInI uses the broader term to encompass both vision and action. "Connecting the dots" (C) is a skill within creativity, but less comprehensive than the full creative process GInI intends. Option D matches the handbook’s emphasis on creativity as the driving force, aligning with the original answer. This reflects GInI’s view of innovation professionals as creative problem-solvers, a competency honed through methods like Design Thinking and reinforced by GInI’s certification—a foundational trait distinguishing them in practice.