ibm-research/duorc huggingface dataset:
I Bury the Living

Robert Kraft (Richard Boone) is the newly appointed chairman of a committee that oversees a large cemetery. The cemetery caretaker, Andy MacKee (Theodore Bikel), keeps a map in the cemetery office displaying the grounds and each grave site. Filled graves are marked by black pins and unoccupied but sold graves are marked with white pins. New to the position and unobservant, Kraft accidentally places a pair of black pins where they don't belong, only to discover later that the young couple who had bought the grave sites in question died in an automobile accident soon afterwards. He believes that he marked them for death.
Hoping it will give him peace of mind, Robert replaces a random white pin with a black pin. When that person dies later in the week, however, he becomes increasingly convinced that either he or the map has some kind of dark power. Repeated experiments, undertaken upon the insistence of skeptical friends and co-workers, yield the same result. Kraft slips into deep guilt and depression and believes he is cursed.
The police, who are initially skeptical, eventually begin to take notice and, in the hopes that it will reveal the cause of the deaths, ask Robert to place a black pin on the grave of a person who is known to be in France. Although he does so, Robert continues his slide into despair. That same night, he decides that if black pins give him the power of death, white pins might give him the power of life. He replaces all of the recently placed black pins with white pins. When he goes to the associated grave sites later that night, he discovers that they have all been dug up, with the bodies gone.
Upon returning to the cemetery office, Robert receives a call informing him of the death of the man in France. As he hangs up the phone, the cemetery caretaker comes up behind him, covered in dirt. He reveals that he has been killing all of the marked people as revenge for being forced to retire. However, when Robert informs him of the passing of the man in France, the caretaker, who couldn't have killed the man, begins to lose his mind. When the police arrive, they find the caretaker dead and tell Robert that the news of the man's death was all a ruse to flush out the cemetery caretaker.

Question: What is the cemetary caretaker's name?
Answer: Andy MacKee
I Bury the Living

Robert Kraft (Richard Boone) is the newly appointed chairman of a committee that oversees a large cemetery. The cemetery caretaker, Andy MacKee (Theodore Bikel), keeps a map in the cemetery office displaying the grounds and each grave site. Filled graves are marked by black pins and unoccupied but sold graves are marked with white pins. New to the position and unobservant, Kraft accidentally places a pair of black pins where they don't belong, only to discover later that the young couple who had bought the grave sites in question died in an automobile accident soon afterwards. He believes that he marked them for death.
Hoping it will give him peace of mind, Robert replaces a random white pin with a black pin. When that person dies later in the week, however, he becomes increasingly convinced that either he or the map has some kind of dark power. Repeated experiments, undertaken upon the insistence of skeptical friends and co-workers, yield the same result. Kraft slips into deep guilt and depression and believes he is cursed.
The police, who are initially skeptical, eventually begin to take notice and, in the hopes that it will reveal the cause of the deaths, ask Robert to place a black pin on the grave of a person who is known to be in France. Although he does so, Robert continues his slide into despair. That same night, he decides that if black pins give him the power of death, white pins might give him the power of life. He replaces all of the recently placed black pins with white pins. When he goes to the associated grave sites later that night, he discovers that they have all been dug up, with the bodies gone.
Upon returning to the cemetery office, Robert receives a call informing him of the death of the man in France. As he hangs up the phone, the cemetery caretaker comes up behind him, covered in dirt. He reveals that he has been killing all of the marked people as revenge for being forced to retire. However, when Robert informs him of the passing of the man in France, the caretaker, who couldn't have killed the man, begins to lose his mind. When the police arrive, they find the caretaker dead and tell Robert that the news of the man's death was all a ruse to flush out the cemetery caretaker.

Question: Who slips into deep guilt and depression ?
Answer: Kraft slips into deep guilt and depression.; Kraft slips into deep guilt and depression.
I Bury the Living

Robert Kraft (Richard Boone) is the newly appointed chairman of a committee that oversees a large cemetery. The cemetery caretaker, Andy MacKee (Theodore Bikel), keeps a map in the cemetery office displaying the grounds and each grave site. Filled graves are marked by black pins and unoccupied but sold graves are marked with white pins. New to the position and unobservant, Kraft accidentally places a pair of black pins where they don't belong, only to discover later that the young couple who had bought the grave sites in question died in an automobile accident soon afterwards. He believes that he marked them for death.
Hoping it will give him peace of mind, Robert replaces a random white pin with a black pin. When that person dies later in the week, however, he becomes increasingly convinced that either he or the map has some kind of dark power. Repeated experiments, undertaken upon the insistence of skeptical friends and co-workers, yield the same result. Kraft slips into deep guilt and depression and believes he is cursed.
The police, who are initially skeptical, eventually begin to take notice and, in the hopes that it will reveal the cause of the deaths, ask Robert to place a black pin on the grave of a person who is known to be in France. Although he does so, Robert continues his slide into despair. That same night, he decides that if black pins give him the power of death, white pins might give him the power of life. He replaces all of the recently placed black pins with white pins. When he goes to the associated grave sites later that night, he discovers that they have all been dug up, with the bodies gone.
Upon returning to the cemetery office, Robert receives a call informing him of the death of the man in France. As he hangs up the phone, the cemetery caretaker comes up behind him, covered in dirt. He reveals that he has been killing all of the marked people as revenge for being forced to retire. However, when Robert informs him of the passing of the man in France, the caretaker, who couldn't have killed the man, begins to lose his mind. When the police arrive, they find the caretaker dead and tell Robert that the news of the man's death was all a ruse to flush out the cemetery caretaker.

Question: What gives the power of life?
Answer: white pins
I Bury the Living

Robert Kraft (Richard Boone) is the newly appointed chairman of a committee that oversees a large cemetery. The cemetery caretaker, Andy MacKee (Theodore Bikel), keeps a map in the cemetery office displaying the grounds and each grave site. Filled graves are marked by black pins and unoccupied but sold graves are marked with white pins. New to the position and unobservant, Kraft accidentally places a pair of black pins where they don't belong, only to discover later that the young couple who had bought the grave sites in question died in an automobile accident soon afterwards. He believes that he marked them for death.
Hoping it will give him peace of mind, Robert replaces a random white pin with a black pin. When that person dies later in the week, however, he becomes increasingly convinced that either he or the map has some kind of dark power. Repeated experiments, undertaken upon the insistence of skeptical friends and co-workers, yield the same result. Kraft slips into deep guilt and depression and believes he is cursed.
The police, who are initially skeptical, eventually begin to take notice and, in the hopes that it will reveal the cause of the deaths, ask Robert to place a black pin on the grave of a person who is known to be in France. Although he does so, Robert continues his slide into despair. That same night, he decides that if black pins give him the power of death, white pins might give him the power of life. He replaces all of the recently placed black pins with white pins. When he goes to the associated grave sites later that night, he discovers that they have all been dug up, with the bodies gone.
Upon returning to the cemetery office, Robert receives a call informing him of the death of the man in France. As he hangs up the phone, the cemetery caretaker comes up behind him, covered in dirt. He reveals that he has been killing all of the marked people as revenge for being forced to retire. However, when Robert informs him of the passing of the man in France, the caretaker, who couldn't have killed the man, begins to lose his mind. When the police arrive, they find the caretaker dead and tell Robert that the news of the man's death was all a ruse to flush out the cemetery caretaker.

Question: Where is the person to whom the grave belongs?
Answer: France
I Bury the Living

Robert Kraft (Richard Boone) is the newly appointed chairman of a committee that oversees a large cemetery. The cemetery caretaker, Andy MacKee (Theodore Bikel), keeps a map in the cemetery office displaying the grounds and each grave site. Filled graves are marked by black pins and unoccupied but sold graves are marked with white pins. New to the position and unobservant, Kraft accidentally places a pair of black pins where they don't belong, only to discover later that the young couple who had bought the grave sites in question died in an automobile accident soon afterwards. He believes that he marked them for death.
Hoping it will give him peace of mind, Robert replaces a random white pin with a black pin. When that person dies later in the week, however, he becomes increasingly convinced that either he or the map has some kind of dark power. Repeated experiments, undertaken upon the insistence of skeptical friends and co-workers, yield the same result. Kraft slips into deep guilt and depression and believes he is cursed.
The police, who are initially skeptical, eventually begin to take notice and, in the hopes that it will reveal the cause of the deaths, ask Robert to place a black pin on the grave of a person who is known to be in France. Although he does so, Robert continues his slide into despair. That same night, he decides that if black pins give him the power of death, white pins might give him the power of life. He replaces all of the recently placed black pins with white pins. When he goes to the associated grave sites later that night, he discovers that they have all been dug up, with the bodies gone.
Upon returning to the cemetery office, Robert receives a call informing him of the death of the man in France. As he hangs up the phone, the cemetery caretaker comes up behind him, covered in dirt. He reveals that he has been killing all of the marked people as revenge for being forced to retire. However, when Robert informs him of the passing of the man in France, the caretaker, who couldn't have killed the man, begins to lose his mind. When the police arrive, they find the caretaker dead and tell Robert that the news of the man's death was all a ruse to flush out the cemetery caretaker.

Question: What does Rober replace ?
Answer: Robert replaces a random white pin with a black pin.; Robert replaces a random white pin with a black pin.
Gung Ho

In a town in rural Pennsylvania, the car factory has been shut down, leaving the town economically distressed. A Japanese company, Assan Motors, has purchased the factory, but will need to be convinced that it is worth re-opening. Hunt Stevenson goes to Japan to make a presentation to Assan's management, and the result is that Assan sends a management team to America and the factory is re-opened, although the workers will earn a substantially lower wage than they had before the factory had originally closed. Still, Hunt is a hero for having convinced management to re-open.The culture clash is severe, as Japanese management demands far more regimentation and output than the workers are used to, and unpaid overtime is expected when output falls short of productivity standards. Management has little regard for the workers and the quality of their lives, focusing on productivity alone. The workers become agitated and their relationship with management becomes adversarial. Hunt, acting as employee liaison, tries to smooth things over, but is unable, and when a worker intentionally knocks over one of the Japanese managers during a company baseball game, the situation appears beyond repair.Japanese management sees little point in keeping the factory open until Hunt contends that he can match the production of a Japanese factory in its best month, meaning 15,000 completed cars. Amused by this contention, Japanese management agrees that if this output is reached, the factory would remain open and wages would return to the levels in effect prior to the original closing of the factory. Otherwise, it would close.Hunt advises the workers of this deal, but his announcement is met with incredulity, and, to appease them, he falsely relates that a lesser raise would still be earned if output exceeded 13,000 cars. The workers give it a shot, but, despite working long hours and on weekends, they conclude that the goal of 15,000 is unattainable, and decide to go for the raise that would come if 13,000 cars were completed. After attaining this goal, the workers walk out on management when a dispute arises. Now, Hunt must come clean, and tell his town that the made a deal for 15,000 cars, and that failure would result in no raises, which would devastate the town's local economy. Hunt has now gone from hero to goat, and his co-workers are furious.Still, in the end they put their noses to the grindstone and put their differences with the Japanese managers aside as the senior executive from Japan is coming to check on the state of the factory. When the executive comes by, they have fallen slightly short of their 15,000 target, but the Japanese executive is impressed by the team spirit he sees in the factory. Liking the way that the Americans and Japanese are now working together, he decides to keep the factory open, and give the full raises, and the stage is set for an era of understanding among all those working at the factory.

Question: How many cars does Hunt contend the workers can complete in a month?
Answer: 15,000.
Gung Ho

In a town in rural Pennsylvania, the car factory has been shut down, leaving the town economically distressed. A Japanese company, Assan Motors, has purchased the factory, but will need to be convinced that it is worth re-opening. Hunt Stevenson goes to Japan to make a presentation to Assan's management, and the result is that Assan sends a management team to America and the factory is re-opened, although the workers will earn a substantially lower wage than they had before the factory had originally closed. Still, Hunt is a hero for having convinced management to re-open.The culture clash is severe, as Japanese management demands far more regimentation and output than the workers are used to, and unpaid overtime is expected when output falls short of productivity standards. Management has little regard for the workers and the quality of their lives, focusing on productivity alone. The workers become agitated and their relationship with management becomes adversarial. Hunt, acting as employee liaison, tries to smooth things over, but is unable, and when a worker intentionally knocks over one of the Japanese managers during a company baseball game, the situation appears beyond repair.Japanese management sees little point in keeping the factory open until Hunt contends that he can match the production of a Japanese factory in its best month, meaning 15,000 completed cars. Amused by this contention, Japanese management agrees that if this output is reached, the factory would remain open and wages would return to the levels in effect prior to the original closing of the factory. Otherwise, it would close.Hunt advises the workers of this deal, but his announcement is met with incredulity, and, to appease them, he falsely relates that a lesser raise would still be earned if output exceeded 13,000 cars. The workers give it a shot, but, despite working long hours and on weekends, they conclude that the goal of 15,000 is unattainable, and decide to go for the raise that would come if 13,000 cars were completed. After attaining this goal, the workers walk out on management when a dispute arises. Now, Hunt must come clean, and tell his town that the made a deal for 15,000 cars, and that failure would result in no raises, which would devastate the town's local economy. Hunt has now gone from hero to goat, and his co-workers are furious.Still, in the end they put their noses to the grindstone and put their differences with the Japanese managers aside as the senior executive from Japan is coming to check on the state of the factory. When the executive comes by, they have fallen slightly short of their 15,000 target, but the Japanese executive is impressed by the team spirit he sees in the factory. Liking the way that the Americans and Japanese are now working together, he decides to keep the factory open, and give the full raises, and the stage is set for an era of understanding among all those working at the factory.

Question: What company purchases the factory?
Answer: Assan Motors.
Gung Ho

In a town in rural Pennsylvania, the car factory has been shut down, leaving the town economically distressed. A Japanese company, Assan Motors, has purchased the factory, but will need to be convinced that it is worth re-opening. Hunt Stevenson goes to Japan to make a presentation to Assan's management, and the result is that Assan sends a management team to America and the factory is re-opened, although the workers will earn a substantially lower wage than they had before the factory had originally closed. Still, Hunt is a hero for having convinced management to re-open.The culture clash is severe, as Japanese management demands far more regimentation and output than the workers are used to, and unpaid overtime is expected when output falls short of productivity standards. Management has little regard for the workers and the quality of their lives, focusing on productivity alone. The workers become agitated and their relationship with management becomes adversarial. Hunt, acting as employee liaison, tries to smooth things over, but is unable, and when a worker intentionally knocks over one of the Japanese managers during a company baseball game, the situation appears beyond repair.Japanese management sees little point in keeping the factory open until Hunt contends that he can match the production of a Japanese factory in its best month, meaning 15,000 completed cars. Amused by this contention, Japanese management agrees that if this output is reached, the factory would remain open and wages would return to the levels in effect prior to the original closing of the factory. Otherwise, it would close.Hunt advises the workers of this deal, but his announcement is met with incredulity, and, to appease them, he falsely relates that a lesser raise would still be earned if output exceeded 13,000 cars. The workers give it a shot, but, despite working long hours and on weekends, they conclude that the goal of 15,000 is unattainable, and decide to go for the raise that would come if 13,000 cars were completed. After attaining this goal, the workers walk out on management when a dispute arises. Now, Hunt must come clean, and tell his town that the made a deal for 15,000 cars, and that failure would result in no raises, which would devastate the town's local economy. Hunt has now gone from hero to goat, and his co-workers are furious.Still, in the end they put their noses to the grindstone and put their differences with the Japanese managers aside as the senior executive from Japan is coming to check on the state of the factory. When the executive comes by, they have fallen slightly short of their 15,000 target, but the Japanese executive is impressed by the team spirit he sees in the factory. Liking the way that the Americans and Japanese are now working together, he decides to keep the factory open, and give the full raises, and the stage is set for an era of understanding among all those working at the factory.

Question: What country is Assan Motors from?
Answer: Japan.
Gung Ho

In a town in rural Pennsylvania, the car factory has been shut down, leaving the town economically distressed. A Japanese company, Assan Motors, has purchased the factory, but will need to be convinced that it is worth re-opening. Hunt Stevenson goes to Japan to make a presentation to Assan's management, and the result is that Assan sends a management team to America and the factory is re-opened, although the workers will earn a substantially lower wage than they had before the factory had originally closed. Still, Hunt is a hero for having convinced management to re-open.The culture clash is severe, as Japanese management demands far more regimentation and output than the workers are used to, and unpaid overtime is expected when output falls short of productivity standards. Management has little regard for the workers and the quality of their lives, focusing on productivity alone. The workers become agitated and their relationship with management becomes adversarial. Hunt, acting as employee liaison, tries to smooth things over, but is unable, and when a worker intentionally knocks over one of the Japanese managers during a company baseball game, the situation appears beyond repair.Japanese management sees little point in keeping the factory open until Hunt contends that he can match the production of a Japanese factory in its best month, meaning 15,000 completed cars. Amused by this contention, Japanese management agrees that if this output is reached, the factory would remain open and wages would return to the levels in effect prior to the original closing of the factory. Otherwise, it would close.Hunt advises the workers of this deal, but his announcement is met with incredulity, and, to appease them, he falsely relates that a lesser raise would still be earned if output exceeded 13,000 cars. The workers give it a shot, but, despite working long hours and on weekends, they conclude that the goal of 15,000 is unattainable, and decide to go for the raise that would come if 13,000 cars were completed. After attaining this goal, the workers walk out on management when a dispute arises. Now, Hunt must come clean, and tell his town that the made a deal for 15,000 cars, and that failure would result in no raises, which would devastate the town's local economy. Hunt has now gone from hero to goat, and his co-workers are furious.Still, in the end they put their noses to the grindstone and put their differences with the Japanese managers aside as the senior executive from Japan is coming to check on the state of the factory. When the executive comes by, they have fallen slightly short of their 15,000 target, but the Japanese executive is impressed by the team spirit he sees in the factory. Liking the way that the Americans and Japanese are now working together, he decides to keep the factory open, and give the full raises, and the stage is set for an era of understanding among all those working at the factory.

Question: What state is the car factory in?
Answer: Pennsylvania.