Question: With almost two years left of my law degree, and with no intention of doing anything so idiotic as actually attending lectures or studying law, I had plenty of time to come up with my next bid for online fame. The Griff Rhys Jones TV project had stalled after a couple of meetings when everyone involved realised that the idea - to pipe broadband comedy programming into the nation's workplaces under the noses of bosses - was a bit of a non-starter. But I had become quite good friends with Rhys Jones's partner in the project, a comedy writer called Charlie Skelton, and he, Clare and I frequently met to brainstorm possible projects we might work on together. It was during one of these meetings that Clare proposed the idea of starting a comedy magazine - something like Private Eye, but for the Internet generation. My days as a school magazine publisher had taught me that printing magazines and distributing them was a royal pain in the arse and, anyway, if it was to be a magazine for the Internet generation then shouldn't it actually be on the Internet? The Zingin.com newsletter had attracted a ton of subscribers and had a distribution cost of basically nothing so why, I suggested, didn't we start a weekly comedy ezine, sent out by email? And, in a nod to Charlie's failed office comedy project, we could target it at bored office workers, sending the email to them on a Friday afternoon to cure the crushing boredom of those final few hours of the working week. And with that, The Friday Thing was born. To promote our fledgling publication we came up with a brilliant ruse: an online petition to have Friday afternoons declared a national holiday. British people worked harder than any other Europeans (we made up) and so it was only fair that our working week should end at noon on a Friday. We created an official website explaining our demands, registered a web address - letsgetitoff.com (snigger) - and sent a press release to the media. Clearly we had tapped into a seam of strong feeling among the nation's overworked... Question: How was the online magazine started? === The answer to the above question is
OPTIONS:
- Website
- Printing
- Email
- not enough information
Answer: Email

input with options: QUEBEC CITY Emotions were on display when U.S. President Donald Trump met other G-7 leaders at their annual summit in Canada on Friday, but the discussions were civilized and diplomatic, according to sources. Trump held firm on asserting the United States is disadvantaged when it comes to trade with its European allies. "The other leaders presented their numbers and Trump presented his," a G-7 official who spoke on condition of anonymity told the Reuters news agency. "As expected he did not budge. This is probably not because he does not understand, but because of domestic reasons." At a bilateral meeting later with the summit's host, Justin Trudeau, the U.S. president joked that the Canadian prime minister had agreed to "cut all tariffs." Despite the two leaders exchanging criticism of each other's trade policies the previous day, Trump described the cross-border relationship as very good, stating "we're actually working on cutting tariffs and making it all very fair for both countries. And we've made a lot of progress today. We'll see how it all works out." In a subsequent sit-down meeting with French President Emmanuel Macron, Trump said "the United States has had a very big trade deficit for many years with the European Union and we are working it out. And Emmanuel's been very helpful in that regard." Macron responded that he had a "very direct and open discussion" with Trump and "there is a critical path that is a way to progress all together." Canada's foreign minister, Chrystia Freeland, confirms she met on Friday with U.S. Trade Representative Robert Lighthizer to discuss the tariffs and the fate of the North American Free Trade Agreement (NAFTA). She said Canada, however, will not change its mind about the U.S. steel and aluminum tariffs which she termed "illegal." Trump imposed the tariffs on the grounds that weak domestic industries could affect U.S. national security. America's closest allies, Canada, Mexico and the European Union, are introducing retaliatory tariffs. Question: How does Pres Trump feel about the tariffs? === The answer to the above question is
OPTIONS:
- that they should be tougher
- not enough information
- that they are warranted
- that they should be revised
output: that they are warranted

Q: 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: Why was Fred bored? === The answer to the above question is

OPTIONS:
- not enough information
- because the event was lengthy
- because John ate all the cake
- because John got married

A:
because the event was lengthy