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. Why was Fred bored? - not enough information - because the event was lengthy - because John ate all the cake - because John got married

Ans:because the event was lengthy
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Ques:The dumbest thing that actually worked? I joined Tinder. Reason I say it was the dumbest is because I still acknowledge that it's not my kind of dating scene even though I ended up meeting the love of my life through the app. Other than that? Nothing was wrong or dumb. I have done nothing much because the man I am currently dating sent me a superlike after I was on the app for less than 12 hours. I joined, created profile, went through possible matches, and then went to bed. I didn't have enough time to do something dumb. Now my boyfriend on the other hand was on the app for 45 months prior to me joining and him finding me. His story is that he had been in there long enough to end up matching with some bots (robots that somehow end up joining or hacking the app. I have not a clue how) that he would have conversations with to test if they were legitimate people. He would also match with different people who would either immediately block him because he came as weird or he would block them because they came off as weird. When he found me, what he saw in my profile was that I was local, I was a legitimate person because I knew someone that he knew through Facebook, and I had multiple pictures of myself that looked genuine. I also had a description where I stated my intention for using the app which was that I was looking for a serious relationship. What he did after I connected with him was talk to me and then test me as the conversation progressed. How did he test me? He told a corny joke which I laughed to. If I hadn't have found his joke funny, he probably wouldn't have asked me out on a date. I hope that answers your question. I know it wasn't very. eventful. What is the boyfriend's name? - Johnathon - Jonas - Joseph - not enough information

Ans:not enough information
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Ques:The nice thing about a city like Vegas was that when a man walked into a drug store covered in blood and reeking of sweaty dog, it was business as usual. I stepped up to the counter and threw down the bandages, handi-wipes, some sports drinks, and three pounds of beef jerky. Some girl with green hair and a pierced head was behind me chatting on her cell phone about flying out to Amsterdam to catch a P show at the end of the month. It took all I had not to turn around and strangle the life out of the waifish little nit. "--means Power. Fargo18 said it's a reference to Damon's first girlfriend, but he's full of shit. Paula was his sister, not his girlfriend. Hey, did you know their guitar player is related to a serial killer? That's so hot. I hear--" I leaned in close toward the cashier. "Can you ring this shit up a little faster?" As I walked out to the Jeep with my booty in hand, Cerberus sat in the passenger seat and casually watched me approach. In the few hours I've been with the dog, it never once threatened me. But its mindless stare made my skin crawl. And I was going to have to put the top up soon. This dog was far from predictable and the last thing I needed was him jumping out and running off with someone's kid. I would probably have to put the chain back on him. I threw the beef jerky at Cerberus' feet then spent the next fifteen minutes doctoring myself. I was going to have a nasty scar over my left eye to match the one on my right temple. After I put on a clean t-shirt I threw back the sports drink and waited a few minutes for the electrolytes to kick in. While I waited, I punched Mr. Benoit's address into my GPS system. A little dot began to flash on the screen. Who did the main character think was unpredictable? - The Cashier - Mr. Benoit - Cerberus - not enough information

Ans:Cerberus
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Ques:One of the challenges that every community faces, particularly teams inside a larger community, is the ability to coordinate what goals and ambitions the team is going to work on. Traditionally this has always been somewhat ad-hoc: people join a team and work on whatever they feel like. Ideas are ten-a-penny though. For most teams that work on larger projects (such as events, software, products and more) to actually be productive, coordinating this work can be complex: some projects require coordination across many people with different skill-sets, time-availability and resources. Something I would like us to work towards in the Ubuntu community is encouraging a culture of best-practise in how we plan our work and coordinate our awesome teams to work together on projects. I believe this kind of coordination can help our teams increase the opportunity for success in their work, feel more empowered and productive and provide greater insight to people outside those teams on what the team is doing. An effective way of doing this is to build a Roadmap for each cycle. This provides an opportunity to capture a set of goals the team will work together to achieve in each six-month period. This article outlines how to build such a Roadmap. While at first a roadmap can feel a little like a nod to the gods of bureaucracy, they actually possess many benefits: * Direction one of the biggest complaints teams often report is a lack of direction. If a team gets into the habit of creating a roadmap at the beginning of a cycle, it gives the team a sense of focus and direction for the coming cycle. * Documented commitments are more effective a common rule in Project Management training is that actions assigned to people in a shared document are more effective than ad-hoc or private commitments. By documenting who will work on what in a cycle and putting their name next to an action can help seal a sense of accountability for their contributions to the project. * Feeling of success regularly revisiting a roadmap and... The narrator probably believes - Ubuntu doesn't need to do anything about managing community effort - not enough information - Ubuntu needs to get better with managing community effort - Ubuntu is doing a perfect job managing community effort

Ans:
Ubuntu needs to get better with managing community effort
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