You know that friction also causes heat. Think about when you rub your hands together. It is friction that makes them warm. But why does this happen? Friction causes the molecules on rubbing surfaces to move faster. Faster moving particles have more heat energy. Heat from friction can be useful. Can you think of other places where you might find friction? Friction also lets you light a match. Heat from friction can also cause problems. It can cause a car to overheat. To reduce friction, oil is added to the engine. Oil coats the surfaces of moving parts. This coating of oil makes them slippery. When things are slippery there is less friction. Have you ever seen a sign that says, slippery when wet? This too has to do with friction. Water, like oil, can reduce friction. The wet surface may allow your shoes to slide more easily.

Question: "What happens when you rub your hands together?"

Answer: "They get abrasions"

Response: no

Relying on an animal to come by is risky. A flower may have to wait a long time for the right animals to come by. What if one never passes close enough to the flower? Hoping the wind will blow is also risky for a plant. What if the wind does not blow? What if the blowing pollen does not land on another flower? The wind could even blow the pollen over the ocean where it is wasted. Giving free nectar is costly. It is not a good use of the plants energy. A plant uses a lot of energy to produce nectar. Some animals may just drink the nectar. They may not carry off any pollen in return. To improve their chances, plants evolved special traits. For example, they developed ways to hide their nectar. Only certain animals were able to get at the plants hidden nectar. These specific animals might be more likely to visit only flowers of the same species. This was also a benefit for some animals. Animals also evolved special traits to get to the nectar.

Question: "What problems could arise if a plant waits for the wind to help it?"

Answer: "Wind could even blow the pollen over the ocean where it is wasted"

Response: yes

In chapters 3 and 4 we described how the U.S. government adjusted its existing agencies and capacities to address the emerging threat from Usama Bin Laden and his associates. After the August 1998 bombings of the American embassies in Kenya and Tanzania, President Bill Clinton and his chief aides explored ways of getting Bin Laden expelled from Afghanistan or possibly capturing or even killing him. Although disruption efforts around the world had achieved some successes, the core of Bin Laden's organization remained intact. President Clinton was deeply concerned about Bin Laden. He and his national security advisor, Samuel "Sandy" Berger, ensured they had a special daily pipeline of reports feeding them the latest updates on Bin Laden's reported location. In public, President Clinton spoke repeatedly about the threat of terrorism, referring to terrorist training camps but saying little about Bin Laden and nothing about al Qaeda. He explained to us that this was deliberate-intended to avoid enhancing Bin Laden's stature by giving him unnecessary publicity. His speeches focused especially on the danger of nonstate actors and of chemical and biological weapons. As the millennium approached, the most publicized worries were not about terrorism but about computer breakdowns-the Y2K scare. Some government officials were concerned that terrorists would take advantage of such breakdowns. On November 30, 1999, Jordanian intelligence intercepted a telephone call between Abu Zubaydah, a longtime ally of Bin Laden, and Khadr Abu Hoshar, a Palestinian extremist. Abu Zubaydah said, "The time for training is over." Suspecting that this was a signal for Abu Hoshar to commence a terrorist operation, Jordanian police arrested Abu Hoshar and 15 others and informed Washington. One of the 16, Raed Hijazi, had been born in California to Palestinian parents; after spending his childhood in the Middle East, he had returned to northern California, taken refuge in extremist Islamist beliefs, and then made his way to Abu Zubaydah's Khaldan camp in Afghanistan, where he learned the fundamentals of guerrilla warfare. He and his younger brother had been recruited by Abu Hoshar into a loosely knit plot to attack Jewish and American targets in Jordan. After late 1996, when Abu Hoshar was arrested and jailed, Hijazi moved back to the United States, worked as a cabdriver in Boston, and sent money back to his fellow plotters. After Abu Hoshar's release, Hijazi shuttled between Boston and Jordan gathering money and supplies. With Abu Hoshar, he recruited inTurkey and Syria as well as Jordan; with Abu Zubaydah's assistance, Abu Hoshar sent these recruits to Afghanistan for training.

Question: "Who, along with his younger brother, had been recruited in Abu Hoshar?"

Answer: "Usama Bin Laden"

Response: no

Reuters Holdings PLC said Michael Reupke resigned as general manager to pursue unspecified interests, a move the news organization termed an "amicable separation." Mr. Reupke, 52 years old and a 27-year Reuters veteran, had been the information-services company's general manager for only six months. His appointment to that post, which has senior administrative, staff and policy responsibilities, followed a several-year tenure as Reuters's editor in chief. No successor was named, and Mr. Reupke's duties will be split among three other senior Reuters executives, the company said. In a telephone interview, Mr. Reupke said his departure was for "personal reasons," which he declined to specify. "There is no business reason for my departure," nor any disagreement over policy, he added. He also rejected reports that his departure stemmed from disappointment the general manager's post hadn't also led to a board directorship at the London-based news organization. Mr. Reupke was one of three executives on Reuters's eight-person executive committee who didn't also serve on the company's board of directors. "If I were choosing the people of tomorrow, I would have chosen the people who are now on the board," he said. A Reuters spokesman said the departure reflects "no change in strategy or profits." Mark Shepperd, an analyst at UBS Philips & Drew in London, said, "I suspect (the departure) will be fairly irrelevant for the company. I would be very surprised if his departure signals any change in strategy or change in profit expectations." On London's Stock Exchange, Reuters shares rose five pence to 913 pence ($14.43). In the U.S. over-the-counter market, American depositary shares for Reuters, each representing three shares in the London market, closed unchanged at $43.875. The senior of the three executives who will assume Mr. Reupke's duties is Nigel Judah, 58, finance director and a Reuters board director. Peter Holland, 45, deputy general manager, becomes director of corporate affairs. And Patrick Mannix, 46, international technical manager, becomes director of group quality programs.

Question: "What three senior Reuters executives are sharing the role left by Reupke?"

Answer: "Not named in paragraph"

Response:
yes