Write a question from the passage such that it identifies a character (a person or a thing) in the passage.

Example Input: Yes recently!
I have joined a B-School recently. New friends, new syllabus, new place and new subjects! With all these new things, I got a new assignment which was supposed to be submitted in 3 days.
Our teams were formed and we, together had to submit it. From dawn to dusk, we worked hard on that Economics project. I worked with each and every person in the group. I didn't know how to plot a triple axis graph in excel, I learnt that day at 2 am. Our group also learnt many new things and we gave our 100% to that report.
I, in my entire academic life, have never been careless towards the submission. I always submitted reports or assignments before time.
Anyway, the submission day finally arrived. I had told one of the group members to print the report out and bind it and bring to the college with her. The lecture is scheduled at 2:00 pm. I called her for about 30 times asking where she was. She didn't pick up any of our calls.
There she entered the lecture hall at 2:07 pm and our professor being a strict one, rejected our project. Everything was washed out. Our efforts were washed away.
What was the reason of she being late? Traffic! It's simple assumption that if you stay in a city like Mumbai, you at least leave your house 11.30 hours before.
Being loyal is toxic sometimes. We all lost our individual credits for the subject plus the internals will get affected which is altogether different story.
Guys, if you are working for a group of members, please please respect their hard work. Put yourself in their shoes snd imagine their hard work. Never ever mix your Professional commitments with personal problems.
Peace!
Example Output: Who was late for the presentation?

Example Input: The sound of the clacking grew unbearable, so we turned the volume down.
"Mute it."
We muted it.
"Turn it up; we might miss something."
It's a silent movie. We won't miss anything.
The sound of clacking gradually fills the room as my brother reluctantly turns up the volume. I can tell he's pressing hard on the button, jamming his thumb down in defiance or muted anger. He doesn't like for anyone to tell him what to do with the remote. But my grandmother wants the volume up, so we turn it up.
We're all sitting along the edges of the tiny living room, staring at the fuzzy black-and-white images as they hazily walk across the television screen. I can hear a siren outside, barely discernable and then gone entirely.
"Who's that?" my brother asks, evidently past his momentary and barely-noticeable indignation over the remote.
"Uncle Arehl, and maybe his sister, Edna," my grandmother says, leaning in closer. "I think it's Edna," she says, in the tone of a doctor diagnosing a disease, as if the verdict was somehow relevant to someone who has only the vaguest idea who Arehl's sister is, or was. Uncle Arehl (I don't know precisely whose uncle he is, or for what the two initials of his name once stood) saunters slowly across a dry, patchy lawn, and the camera follows him. For some reason I'm more interested in the lawn--if it can be called that--than in the people on it. The sun in the movie is blazing, and everyone filmed looks only briefly at the camera before averting their faces once again to look at the stubbly grass. The camera pans once again and I can see an incredibly rutted path leading from the porch to the fence at the edge of the yard, broken pieces of concrete amid deep tire tracks fossilized in sun-baked mud. The fence is low, wire like a chain-link, but lower, with metal stakes holding it up instead of tubes.
Example Output: Whose sister is Edna?

Example Input: Companies, communities, families, clubs, and other clumps of humans all have some inherent social dynamics. At a simple level there are leaders and followers, but in reality the lines are rarely as clear as that.
Many leaders, with a common example being some founders, have tremendous vision and imagination, but lack the skills to translate that vision into actionable work. Many followers need structure to their efforts, but are dynamic and creative in the execution. Thus, the social dynamic in organizations needs a little more nuance.
This is where traditional management hierarchies break down in companies. You may have your SVPs, then your VPs, then your Senior Directors, then your Directors, and so on, but in reality most successful companies don't observe those hierarchies stringently. In many organizations a junior-level employee who has been there for a while can have as much influence and value, if not more, than a brand new SVP.
As such, the dream is that we build organizations with crisp reporting lines but in which all employees feel they have the ability to bring their creativity and ideas to logically influence the scope, work, and culture of the organization.
Sadly, this is where many organizations run into trouble. It seems to be the same 'ol story time after time: as the organization grows, the divide between the senior leadership and the folks on the ground widens. Water cooler conversations and bar-side grumblings fuel the fire and resentment, frustrations, and resume-editing often sets in.
So much of this is avoidable though. Of course, there will always be frustration in any organization: this is part and parcel of people working together. Nothing will be perfect, and it shouldn't befrustration and conflict can often lead to organizations re-pivoting and taking a new approach. I believe though, that there are a lot of relatively simple things we can do to make organizations feel more engaging.
Example Output:
Who normally reports to the SVP