Q: Read the following context and answer the question. Context: U.S. President Donald Trump is sending a $4.4 trillion budget request to Congress that includes money for a southern border wall and building up the military, but is projected to increase the federal deficit by more than $1 trillion. White House officials all but acknowledged the proposal unveiled Monday has little chance of becoming law Congress alone controls federal government spending. But the White House insisted the budget proposal still sends an important message about Trump's priorities. "This is a messaging document," White House budget director Mick Mulvaney told reporters at a briefing Monday. The Trump budget calls for major cuts to domestic programs such as Medicare, Medicaid and food stamps. But the plan would still not balance the federal budget, in part because of reduced federal revenue due to tax cuts passed last year. Democrats widely rejected the plan. House Minority Leader Nancy Pelosi called the proposal a "brutal collection of broken promises and staggering cuts." The proposal's failure to eliminate debt is also likely to upset some Republicans, who have traditionally opposed budget deficits. "It's simply adjusting to the Washington, D.C., we live in," Mulvaney said, stressing that the new budget plan would help "turn the tide" on national debt. The White House proposal builds on the massive, two-year spending bill passed last week by Congress and signed by the president. That bill includes a major boost for the military, as well as domestic programs. Mulvaney, a former lawmaker and long-time opponent of federal debt, has acknowledged he likely would not have supported the bill were he still in Congress. But he said the new White House proposal does not mean that all of the money approved by Congress must be spent. "These are spending caps, these are not spending floors," he said. Under the two-year budget deal reached last week by Congress, the Pentagon will get a record-high $700 billion for 2018 fulfilling a Trump campaign pledge. "We took care of the military like it's never... Question: What is probably true about President Trump Answer:

OPTIONS:
- He feels like the wall might not be needed.
- not enough information
- He feels like there are other things that would handle immigration issues
- He feels the wall is needed.

A: He feels the wall is needed.

input: OPTIONS:
- During the TV commercial break
- not enough information
- After his leg.
- After the captor asked if he wanted some water Now, answer this question: Read the following context and answer the question. Context: The young man (boy, really) played with his fingers in the garish light cast from the lone bulb in the concrete bunker. He scratched at an imaginary itch on his right hand (just below his thumb) to take his mind off the man in the lab coat who sat across from him at the beaten, scarred, wood table. It didn't work. And whoever this man in the lab coat was, he was insistent about paperwork. He had three inches clipped onto a weathered clipboard which he flipped through with precision. "Can I offer you a glass of water?" asked the boy's captor in a calm, sensitive tenor. The boy, Kurt, continued to scratch the imaginary itch, which had leapt magically from his right hand to the left. Eventually the falseness of the itch would be deduced, and the lab coated man would disappear out of the cell and return with... God knows what. He had seen torture hundreds-if not thousands-of times on TV, and he was glumly certain that there would be no commercial breaks for him. "Can I offer you a glass of water?" The question was repeated without urgency, like a forgetful waiter. The itch now leaped with the dexterity of a trained flea onto the boy's leg, and the dutiful fingers followed. He watched as the man in the lab coat, without name tag or company insignia, studied his stack of papers attached to the clipboard. Several yellow forms near the top half inch were labeled 27B. The man frowned and wrote a note on the top page. "Note: Find out who isn't duplicating 27B in Pink." "I'm sorry," he said, "I wasn't listening. Was that a yes or no to the water?" Kurt remained in his chair, almost motionless, except for the itching-and-scratching routine. It had leapt again, this time onto his scalp, and the twitching fingers followed. He wondered how long he could keep this up without drawing blood. Question: When did the itch move to the other hand? Answer:
A:
output: After the captor asked if he wanted some water

Problem:OPTIONS:
- The budget is sufficient
- The task is easier said than done as costs are usually higher than planed for recurring training sessions.
- The goal challenge is easily attainable
- not enough information

Read the following context and answer the question. Context: A prospective client sent me a link to this in-depth article on IBM's design thinking revolution, where Phil Gilbert, IBM's General Manager of Design, has hired over 1000 designers into the firm, and pushed for over 8000 of its managers and staff to get 'trained' in design thinking. They have even created specific design centres across the firm, with design offices in most of its key locations, such as the one above. The goal is nothing short of beginning IBM's next phase of transformation, one of many in its 100+ year history. However, all is not rosy. Despite achieving a monumental success relative to the status quo, 8000 'recognised' design thinkers in a corporation of over 370,000 souls is barely a dent in terms of changing practice. If NoTosh were to effect change in only 2% of the teachers with whom we work, we'd have packed up our bags long ago. I'm not sure hiring 1000 designers in and of itself is the answer to any organisation trying to instil a different way of viewing the world. Here's why. Since design thinking really began to be a thing, back in the early 60s, the designer him or herself has consistently been at the centre of the design process. Even though we talk of 'user-centred design', the actual ideation and production of a solution, and in many cases the synthesis and definition of the problem to be solve, too, are all tasks undertaken by skilled 'designers', rather than the people in the organisation who have the scope, brand, or 'permission' to play in that space. Once the designers leave the project, so does the design thinking. There is a reason d.school sees its executive courses filled with repeat customers and firms like IDEO continue to thrive - they are resolving challenges in specific examples of services or products, but not necessarily transforming the firms and organisations who had the budget and desire to solve a problem in that specific area. Solving a problem costs money. Solving a problem and teaching the client how to do it again and again costs more than just money.... Question: After the end of this story, Gilbert probably realizes that: Answer:
****
A:
The task is easier said than done as costs are usually higher than planed for recurring training sessions.