Question: What would you do you're driving past hundreds of citrus trees. With a better look, they're mandarins, or, more precisely clementines. On the roadside is a truck selling crates of them for 1 euro a kilo. You stop, right? And buy a crate of 10 kilos. Even though you have to get on a plane the next day. I couldn't help myself. Marco, who I had already made turn 180 degrees to drive back to the truck, gave me that look of disapproval when I want to do something totally unreasonable like impulse buy citrus fruit that we can't keep. "What are we going to do with these?" He questioned. I wasn't sure. I wanted to taste them, I wanted to photograph them. And maybe I could even squeeze some of them into our tiny bag to take home. "It won't be a waste, I'll give the rest away!" I reasoned. He just shook his head, giving in. I bought them, a big grin on my face. We were just outside the port city of Taranto, on the western coast of Puglia in Italy's deep south, where we spent a long weekend recently and where clementines have special IGP (Protected Geographical Indication) status. These clementines a hybrid of oranges and mandarins grow in the fertile soil around the gulf of Taranto, particularly around the town of Palagiano (also known as "the city of clementines" they celebrate the symbol of their city with a sagra, a food festival, every December) and the delicate fruit is harvested by hand. We don't get these in Florence, it was my only chance to taste them they are small with very few, if any, seeds, and they are very sweet. Question: Who is Marco? === The answer to the above question is
OPTIONS:
- Author's colleague
- Author's friend
- Author's boyfriend
- not enough information
Answer: not enough information

input with options: The sweet taste of cold and wood smoke hung in the air. Marlin rode low in the saddle, his shoulders curled against the hungry wind. His hat was pulled down tight and his eyes didn't move as he passed the crude shacks at the edge of town. He tied his horse in front of the saloon, unwinding his long body as if a sudden movement might snap it. He turned down the collar of his greatcoat and checked to make sure his big Army Colt was loose in its holster. The saloon door was a single chunk of white pine, still oozing sap, and he had to put his shoulder to it to force it open. The long room inside was quiet, and not much warmer than the street. Clusters of people sat nursing coffee and drinks, talking quietly if they talked at all. Marlin spotted a few farmers the railroad had brought in from Europe: rounded hats, nervous eyes, skin as red as blood. At the far end of the room a half-dozen cowboys turned over cards with patient boredom. Marlin walked up to the bar. "Whiskey," he said, and when the drink came he tossed it straight down and felt it pull his lips into a grimace. He nodded for a refill. When he turned to face the room they were all watching him. "I'm looking for a man named Kraamer," Marlin said. "Anybody here know of him?" One of the cowboys turned casually and rang the spittoon with a stream of tobacco juice. Marlin knew the long, thin face from somewhere, the blond hair that fell limply to his shoulders. He smiled at Marlin and showed his brown-stained teeth. Marlin felt the lines in his own face, the gray in his hair, the chill in his bones. He was too old for this. He set a half dollar on the bar and started for the door. "Don't get in a huff," the bartender said. Marlin looked back. "Kraamer lives about a mile west of town. Follow the railroad and take the first trail south." Question: Why is Marlin looking for Kraamer? === The answer to the above question is
OPTIONS:
- He is a friend of Marlin's
- not enough information
- He is wanted in connection to a crime
- He owes Marlin money
output: 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. Question: social dynamics cause frustration in the organization when === The answer to the above question is

OPTIONS:
- The gap widens between ground folks and senior leadership
- the founder lack skills to take their vision to actionable work
- the employee followers lack structure
- not enough information

A:
The gap widens between ground folks and senior leadership