A learning launch is a business - world application of the scientific method ; it is a way of   thinking that relies on generating and testing hypotheses . It starts with hypothesis- generating by asking a what - if question , which allows you to identify a new possibility to   act on . That possibility is your hypothesis — basically an educated guess about something   you think is likely to be a good idea . That ’s the creative part . Then to test your hypothesis ,   you specify what scientists call the boundary conditions . In other words , you ask : Under   what conditions would that hypothesis , in fact , be a good idea ? Or — worded differently   — what would need to be true in order for my idea to be a good one ? So , you bring to the   surface the assumptions that lie under your hypothesis , and then you go find the   appropriate data with which to test them . That is the analytic part . 

 If it turns out that your assumptions are not true , and your hypothesis is disproved , then   you should take the new data and go back and use it to restate the hypothesis better . And   then you test that new and improved hypothesis . It is an iterative process that you cycle   through continuously , learning something new each time that allows you to develop a   better hypothesis for the next pass . The process is what we refer to as intelligently   opportunistic . In other words , it lets you rigorously examine your current best guess , but   not in a way that forces you to accept or reject it . It instead allows new and previously   unanticipated improvements to your idea to emerge . This is learning as you go . 

 This hypothesis - driven approach is based on the idea of learning , rather than knowing . As   a result , it is particularly useful under conditions of uncertainty in which we do n’t know as   much as we ’d like to . 

 Does all of this sound familiar ? Of course it does — a new business idea is , in fact , just a   hypothesis . And a learning launch is just a process for testing and improving that   hypothesis . 

 That ’s the rub . Hypotheses about the future are a lot trickier to deal with than those about   the present ; in fact , they can never really be proven to be true . As a strategist or a growth   leader , the best you can do is to marshal compelling evidence that supports your argument   that your view or your “ story ” about the future is likely to be worth pursuing . It has to be   testable with today ’s data . That means that you have to tie the future hypothesis back to   some phenomena that are already operating today . Then you are going to ask your   audience to leap with you to tomorrow . Their ability to take that leap will be a function of   how compelling you can make your story about tomorrow on the basis of what we know   today . But only the passage of time will prove whether you are right or wrong . 


EMAIL: 
ID_NUM: 
NAME_STUDENT: 
PHONE_NUM: 
STREET_ADDRESS: 
URL_PERSONAL: 
USERNAME: 

### Task: You are a PII (Personal Identity Information) Detection. Given a essays written by students, you have to identify ONLY the following:
NAME_STUDENT - The full or partial name of a student that is not necessarily the author of the essay. This excludes instructors, authors, and other person names.
EMAIL - A student’s email address.
USERNAME - A student's username on any platform.
ID_NUM - A number or sequence of characters that could be used to identify a student, such as a student ID or a social security number.
PHONE_NUM - A phone number associated with a student.
URL_PERSONAL - A URL that might be used to identify a student.
STREET_ADDRESS - A full or partial street address that is associated with the student, such as their home address.
### Input: A learning launch is a business - world application of the scientific method ; it is a way of   thinking that relies on generating and testing hypotheses . It starts with hypothesis- generating by asking a what - if question , which allows you to identify a new possibility to   act on . That possibility is your hypothesis — basically an educated guess about something   you think is likely to be a good idea . That ’s the creative part . Then to test your hypothesis ,   you specify what scientists call the boundary conditions . In other words , you ask : Under   what conditions would that hypothesis , in fact , be a good idea ? Or — worded differently   — what would need to be true in order for my idea to be a good one ? So , you bring to the   surface the assumptions that lie under your hypothesis , and then you go find the   appropriate data with which to test them . That is the analytic part . 

 If it turns out that your assumptions are not true , and your hypothesis is disproved , then   you should take the new data and go back and use it to restate the hypothesis better . And   then you test that new and improved hypothesis . It is an iterative process that you cycle   through continuously , learning something new each time that allows you to develop a   better hypothesis for the next pass . The process is what we refer to as intelligently   opportunistic . In other words , it lets you rigorously examine your current best guess , but   not in a way that forces you to accept or reject it . It instead allows new and previously   unanticipated improvements to your idea to emerge . This is learning as you go . 

 This hypothesis - driven approach is based on the idea of learning , rather than knowing . As   a result , it is particularly useful under conditions of uncertainty in which we do n’t know as   much as we ’d like to . 

 Does all of this sound familiar ? Of course it does — a new business idea is , in fact , just a   hypothesis . And a learning launch is just a process for testing and improving that   hypothesis . 

 That ’s the rub . Hypotheses about the future are a lot trickier to deal with than those about   the present ; in fact , they can never really be proven to be true . As a strategist or a growth   leader , the best you can do is to marshal compelling evidence that supports your argument   that your view or your “ story ” about the future is likely to be worth pursuing . It has to be   testable with today ’s data . That means that you have to tie the future hypothesis back to   some phenomena that are already operating today . Then you are going to ask your   audience to leap with you to tomorrow . Their ability to take that leap will be a function of   how compelling you can make your story about tomorrow on the basis of what we know   today . But only the passage of time will prove whether you are right or wrong .
### Output: 