Problem:OPTIONS:
- chinese officials were captured in the US and put in prison
- not enough information
- additional economic sanctions and threats of war
- tariffs were enacted

Read the following context and answer the question. Context: U.S. President Donald Trump on Thursday threatened tariffs on an additional $100 billion worth of Chinese goods, on top of the $50 billion in import taxes he already has proposed against Beijing. Though none of the tariffs have taken effect, it's the latest posturing in a trade dispute that some fear could escalate into a trade war. For decades, Trump has complained about China's trade practices. One of his main complaints is what he calls Beijing's theft of U.S. intellectual property. Last month, Trump cited IP theft as justification for his proposed tariffs on $50 billion in Chinese goods. China retaliated by threatening its own tariffs on the same amount of U.S. goods. Trump then escalated the dispute, saying he would consider tripling the amount of goods to which tariffs would be applied. China gains access to U.S. technology by employing several tactics, which many observers have said are unfair or illegal. Beijing has long required that U.S. businesses transfer technology to Chinese companies as a precondition of entering the Chinese market. For instance, if you are a U.S. carmaker who wants to sell automobiles to China, Beijing requires that you team up with a local Chinese company, or face steep tariffs on imported vehicles. In other cases, China requires U.S. companies to comply with localization requirements by storing sensitive data in the Chinese mainland. That increases the risk of intellectual property theft through means such as cyberattacks.It's difficult to quantify the value of technological knowledge. But according to an estimate last month by the U.S. trade representative, Chinese theft of American intellectual property costs between $225 billion and $600 billion every year. That rate is unsustainable, said top White House economic adviser Larry Kudlow. "We can't afford to give up our technology," Kudlow said Friday. "When they steal our technology ... they're stealing the guts of our American future." The Chinese government has always denied carrying out the cyberattacks that frequently... Question: What happened after Chinese information thefts? Answer:
****
A: tariffs were enacted

Read the following context and answer the question. Context: My father lost something valuable to him that didn't resurface for years after his death. My dad was a World War II veteran and an officer. All officers were issued the classic Ray Ban sunglasses with the wraparound wire rims. He wore them almost all the time for the next thirty years after the War, then one day in the 1970's, he misplaced them. He was heartbroken, crestfallen, that he lost something he cherished from his military servicethe symbolic military issue Bausch & Lombs coveted by every officer who served. I wanted so badly to be my dad's Hero. I overturned every piece of furniture in the house, rifled every dresser drawer, every nook and crannie, underneath beds, the garage, the yard, you name it. I was on a Mission. I wanted to walk up to him and say, beaming, Here Dad! I found your sunglasses! But alas, after several weeks, no success. I was crushed by my own failure. He passed away, and his possessions were divided among our family. Fast forward to a few years ago. My Cocker Spaniel was sniffing around in the bathroom, and a box fell out of the bathroom closet with a crash. I went to investigate and chide the dogwhen the first thing I saw on the bathroom floor next to the overturned box was the yellowed leather case, and his wire rim sunglasses. I picked it up, held it in my hand, and I, a grown man, immediately burst into tears, sobbing. Suddenly, I was nineteen again. My wife asked what was the matter, and I told her the whole story. I figured after his passing, his sunglasseswhich evidently were in the house the whole timewere probably tossed into one of many anonymous cardboard boxes, and I happened to be the one who carried off the box containing them. So here Dad! I found your sunglasses! I love you! Am I still your hero? Question: How long did it probably take for the author to find the sunglasses? Answer:
OPTIONS:
- 40 years
- 10 years
- not enough information
- 3 years
3 years

Problem: OPTIONS:
- The teams
- gods of bureaucracy
- a plan of action
- not enough information
Q: Read the following context and answer the question. Context: One of the challenges that every community faces, particularly teams inside a larger community, is the ability to coordinate what goals and ambitions the team is going to work on. Traditionally this has always been somewhat ad-hoc: people join a team and work on whatever they feel like. Ideas are ten-a-penny though. For most teams that work on larger projects (such as events, software, products and more) to actually be productive, coordinating this work can be complex: some projects require coordination across many people with different skill-sets, time-availability and resources. Something I would like us to work towards in the Ubuntu community is encouraging a culture of best-practise in how we plan our work and coordinate our awesome teams to work together on projects. I believe this kind of coordination can help our teams increase the opportunity for success in their work, feel more empowered and productive and provide greater insight to people outside those teams on what the team is doing. An effective way of doing this is to build a Roadmap for each cycle. This provides an opportunity to capture a set of goals the team will work together to achieve in each six-month period. This article outlines how to build such a Roadmap. While at first a roadmap can feel a little like a nod to the gods of bureaucracy, they actually possess many benefits: * Direction one of the biggest complaints teams often report is a lack of direction. If a team gets into the habit of creating a roadmap at the beginning of a cycle, it gives the team a sense of focus and direction for the coming cycle. * Documented commitments are more effective a common rule in Project Management training is that actions assigned to people in a shared document are more effective than ad-hoc or private commitments. By documenting who will work on what in a cycle and putting their name next to an action can help seal a sense of accountability for their contributions to the project. * Feeling of success regularly revisiting a roadmap and... Question: What helps teams with the sense that they don't know where they're going? Answer:
Answer:
a plan of action