Ques: I don't know how this rates as "shocking", I guess it might depend on the culture in which you live, but, it is at the least "repulsive" or disgusting. There was a huge corporation in which I had a contract with. I was called in, to help them uncover what they considered "a very serious series of incidents". Their own "in house" attempts were fruitless. It turned out, they had an over-sized engineering department, and that it had been announced that this would be scaled back due to completion of contracts. Someone though, within the engineering department, was sabotaging the continued work, slowing the completion. I was to go undercover, posing as a visiting engineer from a distant plant, and find out who the perpetrator/s were, as they wished to file legal action. So, this is at the corporate headquarters, in the late 1980's. These people were making 6 figure incomes easily. That being said, you kind of expect a bit more of a dignified behavior here than you would with a construction laborer or dishwasher. I completed my job in four days, giving them the evidence and name of the lone individual respsonsible for the sabotage. What exactly was he doing? He carried rubber gloves in his back pocket, and he would periodically use the restroom, and remove his feces from the toilet and smear it all over the walls, covering as much surface as he could. He would also visit restrooms in different departments and do the same. This would cause the unionized individuals, who only had that restroom to use in their area, to walk off their work stations. Seriously, a butt-hurt guy fearing a layoff, so he decided to smear his shit all over the place before it even happened. He readily confessed when confronted by HR, further destroying his work record/career. What happened when HR confronted the man? - He confessed - He quit - not enough information - He denied it
Ans: He confessed

Ques: "It's about to come on. Hurry." "I'm coming." Nurse Judy delivered Martha's tray just in time. It was a frozen dinner, but Judy always transferred it to a fancy plate and prepared a small salad and a bowl of applesauce to go alongside it. "Looks great, Judy. Now sit down and let's eat." Nurse Judy sat down in the recliner next to Martha's bed. The meal she made for herself was similar to Martha's. "Didn't we just see this one a few days ago?" "I don't remember. But you know it doesn't matter. I love Jessica Fletcher." It was the only good thing about her failing memory. She could watch reruns of Murder She Wrote over and over again. They were all new to her. The doorbell rang. "Whoever it is, just get rid of them. It couldn't be friends or family. They know better than to interrupt my show." Nurse Judy walked down the hallway to the front door. It was a nurse. "May I help you?" "The agency sent me." "No, there must be some mistake. I've been caring for Mrs. Mason for a couple of months now." "Oh, great. Why do they keep doing this to me? Mind if I come in and use the phone?" "Don't you have a cell phone?" "Yeah, but it's dead. I forgot to charge it last night." "I hate when I do that. Sure, come on in. What's your name?" "Carnie." "Good to meet you, Carnie. I'm Judy. You can use the house phone." Judy led her to the phone. Carnie picked up the receiver and began to dial. But as Judy turned to walk away, Carnie slammed the phone across the back of her head. Nurse Judy collapsed to the floor, unconscious. Martha's blaring TV masked the noise. Who thought a mistake with the agency was made? - not enough information - Judy - Carnie - Martha
Ans: Judy

Ques: Larisa Grollemond is conducting a comparative study of illuminations in the Mirror of History (Speculum historiale, Miroir historial) as a graduate intern in the Manuscripts Department of the Getty Museum. The massive text, compiled in the 1200s by friar Vincent of Beauvais and translated into French in the 14th century by Jean de Vignay, attempts to compile all of world history from creation to the present into a single source. "If our twenty-first-century way of understanding everything is to put it on the Internet," she says, "the medieval way of understanding was to create big encyclopedic texts that try to encompass all of human history and biblical history in an organized way." Larisa, who recently completed her PhD at the University of Pennsylvania with a focus on 15th-century French manuscript culture, is focusing on the Getty volumes' unique program of illuminations. The French translation of the Miroir historial exists in some 40 known copies, and while the text remains mostly unchanged from copy to copy, the illuminations vary dramatically, both in how scenes are depicted and in which episodes artists choose to depict. Larisa has decided to focus on the evolution of depictions of India and its inhabitants across these various copies, because the Getty copy, which dates to 1475, contains images that are different from earlier illuminated versions. While other copies don't dedicate more than one or two illustrations to India, the Getty copy has several that draw upon the medieval tradition of the "monstrous peoples" as well as knowledge of geography, materials, and customs newly gained through trade. This work ties into broader scholarly efforts to shed light on globalization in the Middle Ages. "Scholars of medieval art have generally thought of Western Europe as the center and non-European places as the periphery. There has now been a revision of that view," says Larisa. "These manuscripts provide an interesting glimpse into how late-medieval Europeans made sense of their world, including... What is most likely going to be Larisa's next job? - studying depictions of India - working on medieval tradition - not enough information - working with other manuscripts
Ans: working with other manuscripts

Ques: 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. John's wedding ceremony probably lasted - several hours - 1 week - 20 minutes - not enough information
Ans:
several hours