AOSB Aptitude key terms

A conclusion drawn from evidence and reasoning rather than stated outright. In verbal reasoning you must judge whether a statement must follow, might follow, or cannot follow from the passage given.

An unstated belief the argument relies on to work. Spotting hidden assumptions lets you test whether a conclusion is actually supported or merely rests on something taken for granted.

A stated reason or piece of evidence offered in support of a conclusion. Distinguishing premises from the conclusion is the first step in analysing any argument.

The main claim an argument is trying to establish. It is what the premises are meant to support, and it may appear at the start, middle or end of a passage.

Whether a conclusion follows logically from the premises, regardless of whether those premises are actually true. A valid argument can still reach a false conclusion if its starting points are wrong.

A property of an argument that is both valid in structure and built on true premises. Sound arguments guarantee true conclusions, unlike merely valid ones.

Something that must be present for an outcome to occur, though it may not be enough on its own. Confusing necessary with sufficient conditions is a common reasoning trap.

Something that, if present, guarantees an outcome. It is stronger than a necessary condition, which merely has to hold for the outcome to be possible.

Words with opposite and similar meanings respectively. Verbal tests often ask you to pick the closest match or the odd one out, so a wide working vocabulary matters.

Information in the surrounding sentence that hints at an unfamiliar word's meaning. Using clues lets you infer meaning without knowing the word in advance.

A comparison of two or more quantities showing relative size, such as 3:2. Ratios let you scale amounts up or down while keeping the same proportion.

A statement that two ratios are equal, allowing you to solve for an unknown quantity. Setting up proportions is a fast route through many word problems.

The increase or decrease in a value expressed as a fraction of its original amount. Always divide the change by the starting value, not the final one.

A number expressed as a fraction of one hundred. Converting between fractions, decimals and percentages fluently speeds up estimation and comparison questions.

Finding the value of a single unit first, then multiplying to get the required quantity. It turns most rate and proportion problems into simple multiplication.

A quantity measured per unit of something else, such as speed in miles per hour or pay per hour. Rates combine two measures and often need unit conversion.

The total of a set of values divided by how many there are. Knowing that total equals mean multiplied by count unlocks many reverse problems.

An average where some values count more than others according to their weight. It differs from a simple mean when group sizes are unequal.

The middle value when data is arranged in order. Unlike the mean, it is not distorted by a few extreme values, making it useful for skewed data.

The difference between the largest and smallest values in a set. It gives a quick, rough measure of how spread out the data is.

A problem where two or more people or machines combine to complete a task. Add their individual rates of work, then invert to find the combined time.

The relationship that distance equals speed multiplied by time. Rearranging this triangle solves for any one of the three when the other two are known.

Changing a quantity from one unit to another, such as minutes to hours. Check units before calculating, since mismatched units are a frequent source of error.

Approximating an answer to a sensible degree of accuracy. In timed tests, estimating can eliminate wrong options faster than exact calculation.

Turning a shape about a point by a given angle. The shape keeps its size and form, so only its orientation changes, not its dimensions.

Flipping a shape across a line to produce a mirror image. The image is reversed in orientation but identical in size and shape.

Sliding a shape to a new position without rotating or flipping it. Every point moves the same distance in the same direction.

A property where a shape looks unchanged after a flip or turn. Lines of symmetry and rotational symmetry help predict how patterns continue.

The underlying pattern that generates the terms of a series, whether numeric or visual. Identifying the rule lets you predict the next term.

A flat shape that folds up to make a three-dimensional object. Mentally folding nets tests spatial visualisation and is common in aptitude papers.

The view of an object seen from directly above. Combining plan, front and side views builds a full picture of a three-dimensional shape.

The longest chain of dependent tasks in a plan, which sets the shortest possible completion time. Any delay on this path delays the whole project.

A task that cannot start until another is finished. Mapping dependencies reveals which tasks can run in parallel and which must wait.

Arranging tasks in time so that deadlines, resources and dependencies are all respected. Good scheduling minimises idle time and avoids clashes.

Deciding how limited people, time or equipment are shared among competing tasks. Efficient allocation avoids bottlenecks and keeps a plan feasible.

Accepting a disadvantage in one area to gain an advantage in another. Recognising trade-offs shows you understand that few decisions are cost-free.

Ranking tasks by importance and urgency so attention goes where it matters most. It prevents the loudest or easiest task from crowding out the critical one.

Clearly explaining a task, its purpose and constraints to a team before work begins. A good briefing ensures everyone shares the same understanding of the objective.

Assigning responsibility and authority for a task to someone else while retaining accountability. It frees the leader to focus on the overall objective.

The particular function a person plays within a group, such as organiser, ideas person or finisher. Balanced teams combine complementary roles rather than identical ones.

A decision everyone can accept and commit to, even if it is not each person's first choice. Reaching it usually requires listening and compromise.

Concentrating fully on a speaker, checking understanding and responding to what was actually said. It builds trust and reduces misunderstandings in group exercises.

A practical exercise where one candidate leads a small team through a physical problem. Assessors watch for clear instruction, use of resources and calm under pressure.

Guiding a group towards a shared goal by setting direction, making decisions and supporting others. It is shown through actions and influence, not rank alone.

Acting without being told, spotting what needs doing and starting it. Assessors look for candidates who move a group forward rather than waiting for instructions.

Choosing the best response to a realistic workplace or leadership scenario. It tests practical wisdom, judgement and awareness of consequences rather than recall.

Consistently acting honestly and according to stated values, especially when it is inconvenient. Interviewers probe it through examples of ethical decisions you have faced.

An accurate understanding of your own strengths, weaknesses, values and effect on others. It lets you explain your motivations credibly and show how you develop.

The reasons behind your choice of career and the drive that sustains effort. Clear, personal motivation is far more convincing than rehearsed generalities.

Structuring an answer around Situation, Task, Action and Result. It keeps examples concise, evidence-based and focused on what you personally did.

Concrete examples from your experience that demonstrate a required quality such as teamwork or resilience. Specific facts and outcomes carry more weight than opinions.