Q: Read the following context and answer the question. Context: 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. Question: What did John eat? Answer:

OPTIONS:
- something sour
- something sweet
- not enough information
- something savory

A: something sweet

input: OPTIONS:
- not enough information
- He wants to be treated a certain way
- He likes to be taken advantage of
- He doesn't realize when he's being taken advantage of Now, answer this question: Read the following context and answer the question. Context: Years back, following a transition inside a large company where many people got fired and moved around, the decision was made to give the remaining people more work. Now, let me pause here, when I say, "more work" did not mean more of the existing work they already did. "More work" did not mean work of what they already knew, or signed up for when they were hired. More work meant incorporating a completely different role. For me, I'm a programmer. And "management" decided they wanted programmers to also do BA work. Now, mind you, nowhere on my employment contract does it state I'd have to take a BA role. And nowhere on my employment contract did it state taking a BA role would also require me doing all of my programming work. So, after being pushed a few times to attend BA meetings, I got fed up. So I pulled my manager into a meeting and explained this to him. I said, you have two choices: I do two roles, BA and programmer, and I get a new salary to account for the role. When he asked how much, I said, take my salary and multiply by 1.6. Option 2, I go back to programming, and you never pull me into a meeting again on BA work. It's not what you hired me for, and it's not what you pay me for. When my boss replied, "Our company is not in the position to pay for two roles", I told him, then it sounds like Option 2. And by the way, I don't ever want to have this discussion again. If you want Superman performance, you cannot pay Clark Kent wages. 1 year passed and I was never bothered again about BA roles. Takeaways: Middle managers are one step above one-celled organisms. They can, and will try to get you to do non-role work, with no intention of ever paying you more. They key is to cut it off at the pass. Question: What is probably true about him? Answer:
A:
output: He wants to be treated a certain way

Problem:OPTIONS:
- sick
- not enough information
- upset
- happy

Read the following context and answer the question. Context: My Pa disappeared somewhere in the wilds of 1975, when I was just fourteen years old. He was the Ambassador to 1975, but back home in 1898, in New Jerusalem, Utah, they all thought he was Ambassador to France. When he disappeared, Mama and I came back through the triple-bolted door that led from our apt in 1975 to our horsebarn in 1898. We returned to the dusty streets of New Jerusalem, and I had to keep on reminding myself that I was supposed to have been in France, and 'polly-voo' for my chums, and tell whoppers about the Eiffel Tower and the fancy bread and the snails and frogs we'd eaten. I was born in New Jerusalem, and raised there till I was ten. Then, one summer's day, my Pa sat me on his knee and told me we'd be going away for a while, that he had a new job. 'But what about the store?' I said, scandalised. My Pa's wonderful store, the only General Store in town not run by the Saints, was my second home. I'd spent my whole life crawling and then walking on the dusty wooden floors, checking stock and unpacking crates with waybills from exotic places like Salt Lake City and even San Francisco. Pa looked uncomfortable. 'Mr Johnstone is buying it.' My mouth dropped. James H Johnstone was as dandified a city-slicker as you'd ever hope to meet. He'd blown into town on the weekly Zephyr Speedball, and skinny Tommy Benson had hauled his three huge steamer trunks to the cowboy hotel. He'd tipped Tommy two dollars, in Wells-Fargo notes, and later, in the empty lot behind the smithy, all the kids in New Jerusalem had gathered 'round Tommy to goggle at the small fortune in queer, never-seen bills. 'Pa, no!' I said, without thinking. I knew that if my chums ordered their fathers around like that, they'd get a whipping, but my Pa almost never whipped me. Question: after the end of this story, the narrator is: Answer:
****
A:
upset