input with options: 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 can the organization do to take a new approach Answer:
OPTIONS:
- Avoid water cooler conversations
- Vent all frustrations
- Get employees and management working more closely
- not enough information
output: Get employees and management working more closely

Q: Read the following context and answer the question. Context: A long time ago, when humans still lived in cities, on a cold morning near the end of a long, cruel winter, in magnificent Central Park in the middle of magnificent New York City, a young squirrel named Patch was awakened very early by the growls of his empty stomach. A squirrel's home is called a drey. Patch's drey was very comfortable. He lived high up an old oak tree, in a hollowed-out stump of a big branch that had long ago been cut off by humans. The entrance was only just big enough for Patch to squeeze in and out, but the drey itself was spacious, for a squirrel. Patch had lined his drey with dry leaves, grasses and bits of newspaper. It was warm and dry, and on that cold morning he would have liked nothing better than to stay home all day and sleep. But he was so hungry. Hunger filled him like water fills a glass. The cherry and maple trees had not yet started to bud; flowers had not yet begun to grow; the juicy grubs and bugs of spring had not yet emerged; and it had been two days since Patch had found a nut. Imagine how hungry you would feel if you went two whole days without eating, and you may have some idea how Patch felt that morning. Patch poked his head out of the drey into the cold air and shivered as he looked around. Clumps of white, crumbly ice still clung to the ground. Gusts of cold wind shook and rustled the trees' bare branches. The pale and distant sun seemed drained of heat. Patch took a moment to satisfy himself that there were no dangers nearby, no hawk circling above or unleashed dog below. Then he emerged from his drey and began to look for acorns. But what marvels, what miracles, what mysteries are hidden inside those simple words! Question: When was the last time it snowed? Answer:

OPTIONS:
- a day ago
- not enough information
- a month ago
- 2 weeks ago

A: not enough information

Read the following context and answer the question. Context: I went over to a guy's house to see a movie that he had acted in. It was our first date. He starts the movie and I settle back to watch. I was in film school and the guy, Nick, had told me he wanted my "professional" opinion. We're five minutes into the movie when Nick reaches for the remote and says, "Let's fast forward to my part." I reply that, in order to adequately critique the movie, I should see it from the beginning. Nick assures me that his scene is self-contained and needs no context. A fight scene plays. Nick pauses and asks, "What did you think?" I look confused and Nick says, "Did you miss me? Let's play it again." I watch the scene again, but still can't make out Nick. Nick rewinds, plays and pauses. "There I am," he says, gazing fondly at the screen. Except the screen was gray. No actors. No landscape. Nothing, but gray snow. "What do you think," he asked, his eyes never leaving the empty screen. At that point, I realized Nick was crazy. "That's great!," I said. "But look at the time. Time sure flies when you're having fun." Nick was still staring at the screen with a strange little smile. I stood up. Nick stood up, now not smiling. "You're not going anywhere," Nick said. It's funny how fear works. I've found that in times of danger, adrenaline supersedes fear. I managed to trick Nick, hide from Nick and finally to escape after more than an hour of suspense. Turns out it wasn't even Nick's place. He had taken me to the house of someone he had ripped off in a drug deal. I am very wary now of going to a guy's home unless I know him extremely well. Question: When did the author manage to escape? Answer:

OPTIONS:
- not enough information
- Before Nick put the movie on
- After more than an hour
- After a few days

Answer:
After more than an hour