Kurt Vonnegut, writer and famous speech giver at US university graduation ceremonies, made this point to one group of soon-to-be-non-students: If this isn't nice, I don't know what is. It is the end of a story about his grandpa who, on a summer's afternoon, would find the shade of a tree under which he could rest with a glass of homemade lemonade. The family didn't have a lot of cash, the grandpa worked hard every day of his life, but no matter how relentless the day-to-day was, he would always repeat this phrase as a reminder to those around him that, at the end of the day, this is all still amazing to be part of. This kind of optimism, as you might call it, can often disappear in a flash in the busy-ness of business or school. Things become impossible, hardgoing, relentless(ly difficult). And the reasons we give for that busyness nearly always involve someone or something else - the system, the job, the weather... For many years, people would ask the salutary "how are you?" and my answer was a stock one: "I'm tired." It was my wife who pointed it out to me, presumably because everyone else was too polite to express their boredom with my reply. The fact is, most people feel tired most of the time, until they make a switch in their life. That switch is deciding that the only person who can turn that frown upside down, who can make crazy stuff happen (or attempt to, and enjoy the process), is you. And in Vonnegut's case, that switch came from saying out loud the one phrase that brings us back to the good elements in what we or our team or our family is doing at any given moment: If this isn't nice, I don't know what is. Question: What does grandpa do to relax? === The answer to the above question is

OPTIONS:
- not enough information
- sit under a tree outside
- take a nap on the couch
- play golf

Answer: sit under a tree outside

Problem: OPTIONS:
- before the Commerce Department sent a 232 report to the White House.
- after the Commerce Department sent a 232 report to the White House
- before the Commerce Department sent a 232 report to Vice President Mike Pence.
- not enough information
Q: U.S. President Donald Trump says he is considering tariffs, quotas, and retaliatory taxes on imports of steel and aluminum from countries such as China, Japan, and South Korea. The comments came during a wide-ranging trade discussion Tuesday between Trump and a bipartisan group of lawmakers at the White House. The president said U.S. steel and aluminum industries are being "decimated" by the "dumping" of cheap imports of those materials into U.S. markets. Trump has long threatened what he calls "reciprocal" trade action to deal with steel, aluminum, and other imports. But he has so far avoided taking any major steps, ostensibly out of fear of hurting the country's strong economic performance since he took office. Several lawmakers on Tuesday urged Trump to be cautious when considering retaliatory trade steps, saying such measures could spark a trade war that leads to higher prices for U.S. producers and consumers. "It's very, very much a double-edged sword," Trump conceded. "I want to keep prices down, but I also want to make sure that we have a steel industry and an aluminum industry," he added. The Trump administration is currently renegotiating the North American Free Trade Agreement (NAFTA), as well as the U.S.-Korea Free Trade Agreement with South Korea. Trump called the U.S.-South Korea deal "very, very bad" and "horrible." He also said Canada has "treated us very, very unfairly." Last month, the U.S. Commerce Department sent a so-called "232 report" to the White House, examining the national security impacts of steel and aluminum imports, and giving Trump 90 days to impose quotas or tariffs. Under section 232 of the Trade Expansion Act of 1962, the president can initiate a probe to determine if imports threaten national security. "It's about our economy," Vice President Mike Pence during the meeting. "It's about our national security." Trade was a major topic for Trump during the presidential campaign he vowed to impose a 45 percent tax on Chinese imports and a 35 percent tax on Mexican imports. Question: When did President Trump talk about tariffs on steel? === The answer to the above question is
Answer: before the Commerce Department sent a 232 report to the White House.

input with options: 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
output:
john