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: Who ate the cake? === The answer to the above question is
OPTIONS:
- johns wife
- fred
- john
- not enough information

Answer: john

Question: When people are huddled at a conference or professional event, the subject often turns to the value of failure and embracing feedback. "It is the key to self improvement!", many chant, channeling their inner self-help gurus, Sadly, many don't quite practice what they preach. Seeing the value in critical feedback and the lessons that failure can offer is a tough pill to swallow. For those confident in their capabilities, their social standing (in their companies/communities etc), and their abilities, the pill goes down a little easier. For those who experience imposter syndrome, feel insecure about their work, or are new in their careers, it is more difficult. Here's the thing: these are not binary personalities. While some people are overly confident about themselves, and some people are overly insecure about themselves, most people have a blend of both. As such, even the most confident people can feel the sting when they get critical feedback or screw something up. This is a guide with some things I have learned over the years about how to turn feedback and failure to your advantage. In my not-so-humble opinion, the perfect blend of a human being is confidence in their ability to execute and accomplish their goals, but with a healthy dose of awareness of their current limitations. Let's face it, overly confident people are often not just at risk of being swallowed up by ego, but can also lack the empathy to understand other folks they need to work with who don't share the same confidence. An understanding of our current limitations is healthy. When we understand we are not great at something, but we are eager to learn and improve, it opens us up to counsel and tuition. The confidence piece plays an important role in helping us to remember: "I might suck now, but I am going to learn and get better". When we have this in our heads it makes the journey more palatable: we know that our failure to succeed right now is temporary and it will improve. Question: Who is the writer === The answer to the above question is
OPTIONS:
- a smart person
- a creative person
- A reasonable person
- not enough information
Answer: not enough information

Question: Trisha dreamed of being a Playboy Bunny since the days she still had buck-teeth and fried egg boobs. She blu-tacked page threes above her bed-head and had me snap topless Polaroids till they littered the floor. She told me to imagine she had 36DDs and peroxide blonde hair. I used to wish like hell that she wasn't my cousin. When she was fifteen Trisha started putting out for the boys in the Kwik-Save car park for a tenner a time. She said she was an entrepreneur, not a prostitute. She started going steady with a kid called Keith. He was a fryer in the fish and chip shop. He had a future and a Ford Cortina. She got a job waitressing and she worked all the hours she could. Keith couldn't handle me and Trisha being as close as we were. Especially the time he caught Trisha bending over me in nothing but a frilly market stall thong while I worked the angles best I could to get a dangle-shot. Next night he took her in the car park woods and doped her up to the eyeballs. He took out a bottle of India ink and told her he would etch the love-heart she'd always wanted. Instead, he safety-pinned the word 'inbred' into her arse. Trisha's step-dad tracked the spits of blood and found her sobbing in the bathroom of their long-stay static. It didn't take him long to slap out the truth. He went straight round to Keith's place with a crow-bar and did enough damage to make sure he'd need more than laser treatment to put things right. Keith wasn't rolling in spare change so Trisha's step-dad took the Cortina as payment in lieu of her getting herself fixed up. Trisha got me to stash the Cortina up the lane at the back of Boyes' farm. Weekend nights, I drove her out to the dual carriageway truck-stop where she found a faster way to make her fortune in the fogged-up cabs. Question: what does the author think of keith? === The answer to the above question is
OPTIONS:
- he is invalid now
- he is a scum
- not enough information
- hes probably dead by now
Answer:
he is a scum