Q: Sheila split open and the air was filled with gumballs. Yellow gumballs. This was awful for Stan, just awful. He had loved Sheila for a long time, fought for her heart, believed in their love until finally she had come around. They were about to kiss for the first time and then this: yellow gumballs. Stan went to a group to try to accept that Sheila was gone. It was a group for people whose unrequited love had ended in some kind of surrealist moment. There is a group for everything in California. After several months of hard work on himself with the group, Stan was ready to open a shop and sell the thousands of yellow gumballs. He did this because he believed in capitalism, he loved capitalism. He loved the dynamic surge and crash of Amazon's stock price, he loved the great concrete malls spreading across America like blood staining through a handkerchief, he loved how everything could be tracked and mirrored in numbers. When he closed the store each night he would count the gumballs sold, and he would determine his gross revenue, his operating expenses, his operating margin; he would adjust his balance sheet and learn his debt to equity ratio; and after this exercise each night, Stan felt he understood himself and was at peace, and he could go home to his apartment and drink tea and sleep, without shooting himself or thinking about Sheila. On the night before the IPO of gumballs.com, Sheila came to Stan in a dream. She was standing in a kiddie pool; Stan and his brothers and sisters were running around splashing and screaming; she had managed to insert herself into a Super-8 home movie of Stan's family, shot in the late 70's. She looked terribly sad. "Sheila, where are you?" Stan said. "Why did you leave me, why did you become gumballs?" "The Ant King has me," Sheila said. "You must rescue me." According to the above context, choose the correct option to answer the following question. Question: At the end of the story, what was Stan doing? Options: - Closing the gumball store. - Dreaming - not enough information - Shooting himself.
A: Dreaming

Q: One student started packing up at the beginning of a lab exercise. I asked him where he was going. He said "I'm going to fail this class anyway, so I have other things to do." It was true that he wasn't doing well, and we had addressed this previously, but his attitude was completely defeatist. He had given up. So, there, in the middle of class, before he could get away, I said "Well, yeah. You will certainly fail if you don't even try. I thought you were graduating at the end of this semester." "I'm supposed to, but I won't, because I'm going to fail physics. All I need is a D." (He was right; his major didn't require knowing any physics but they put it in the curriculum as a kind of gatekeeper course. Most students took physics much earlier in their studies than he did.) "If you have already decided to fail, I can't stop you; you're an adult. But you can make an appointment with me anytime. You already know that. You can email me. It's my job to help you understand, but you have to come to me. You are an adult. It would be very inappropriate of me to follow you around, inviting you to office hours. And you must do the homework and the labs." He stayed for the lab. I notified his counselor about what was going on, and she called him in and said the same things that I said. Next class he moved from the seat at the edge of my peripheral vision, to the middle, started working his ass off, and he passed. For a while I thought he was closing in on a C, but he got his D and graduated. And I didn't give him anymore of a grading break than I give any of my students. According to the above context, choose the correct option to answer the following question. Question: What nationality is the student Options: - African American - Native American - Caucasian - not enough information
A: not enough information

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. According to the above context, choose the correct option to answer the following question. Question: Why was Fred bored? 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