Problem: OPTIONS:
- not enough information
- annoyed
- hungry
- married
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: After the end of this story, John is probably === The answer to the above question is
Answer: married

Problem:OPTIONS:
- Commitments are good
- Roadmaps are bad
- Roadmaps are a good idea
- not enough information

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... Question: The narrator probably believes === The answer to the above question is
****
A: Roadmaps are a good idea

input: OPTIONS:
- not enough information
- 10 minutes
- 7 hours
- two hours Now, answer this question: I was lost. As I sat parked at the old service station, I pulled out the maps and tried to do a little backtracking. It didn't take me long to figure out where I had made the wrong turn. I had tried following my memory instead of Luna's directions and wound up about eighty miles off course. My gas tank was pushing 'E' but fortunately the service station was open. When I stepped out of my Jeep, I could feel the soles of my boots melt on the asphalt. The heat coming off the cracked and pitted cement peeled off in waves that rolled out in every endless direction. The barren mountains in the distance looked unstable, like I was looking at them through a window pane slicked with olive oil. I slogged my way over to the gas pump and wrapped my shirt around the handle to keep my skin from burning against the desert-baked metal. The heat was so great I worried the fumes would ignite. A dirty round man stood in the shadowy doorway of the ramshackle service station and stared at me while he rubbed his hands inside an oily red rag. The oval name-patch stitched to his coveralls was loose at one end and curled like a leaf in the heat. His name was Jack. I topped off the tank and then walked over to him. "You work here?" I knew it was a stupid question the second it left my mouth. He and I were the only living things for fifty miles in any direction. Who the hell else would be working here? "Who the hell else would be working here?" he said. I shrugged my shoulders and pulled out my wallet. Jack wobbled inside behind a glass counter filled with everything from belt buckles to oil funnels. "That your momma's car?" he asked. It's impossible to tell what kind of psychological impact this heat would have on a man who lived out here alone, but I was sure it wasn't positive. Question: How long is likely backtracjing would take? === The answer to the above question is
A:
output:
two hours