input: Make use of the article to answer the questions. CHAPTER XXIV. 

Next day, sure enough, the cablegram didn't come. This was an immense disaster; for Tracy couldn't go into the presence without that ticket, although it wasn't going to possess any value as evidence. But if the failure of the cablegram on that first day may be called an immense disaster, where is the dictionary that can turn out a phrase sizeable enough to describe the tenth day's failure? Of course every day that the cablegram didn't come made Tracy all of twenty-four hours' more ashamed of himself than he was the day before, and made Sally fully twenty-four hours more certain than ever that he not only hadn't any father anywhere, but hadn't even a confederate--and so it followed that he was a double-dyed humbug and couldn't be otherwise. 

These were hard days for Barrow and the art firm. All these had their hands full, trying to comfort Tracy. Barrow's task was particularly hard, because he was made a confidant in full, and therefore had to humor Tracy's delusion that he had a father, and that the father was an earl, and that he was going to send a cablegram. Barrow early gave up the idea of trying to convince Tracy that he hadn't any father, because this had such a bad effect on the patient, and worked up his temper to such an alarming degree. He had tried, as an experiment, letting Tracy think he had a father; the result was so good that he went further, with proper caution, and tried letting him think his father was an earl; this wrought so well, that he grew bold, and tried letting him think he had two fathers, if he wanted to, but he didn't want to, so Barrow withdrew one of them and substituted letting him think he was going to get a cablegram--which Barrow judged he wouldn't, and was right; but Barrow worked the cablegram daily for all it was worth, and it was the one thing that kept Tracy alive; that was Barrow's opinion.  1. What has not arrived?
2. Who is this bad news for?
3. Was it one day late?
4. Did it ever come?
5. What is the cablegram?
6. How does Tracy feel about himself?
7. What family member is Tracy missing?
8. Who is convinced of that?
9. What does she call him?
10. Who is trying to make him feel better?
11. Does Tracy think he has a father?
12. Who does he think his father is?
13. What does he think his father is going to do?
14. What makes Tracy mad?
15. How many fathers did he try to tell him he had?
16. How'd that go?
17. What did he replace the second father with?
18. What does Barrow think it does for Tracy?
numbered_answers: 1. the cablegram
2. Tracy
3. no
4. no
5. a ticket
6. ashamed
7. a father
8. Sally
9. a double-dyed humbug
10. Barrow and the art firm
11. yes
12. an earl
13. send a cablegram.
14. telling Tracy he had no father
15. two
16. he didn't believe it
17. a cablegram
18. keeps him alive

input: Make use of the article to answer the questions. (CNN) -- Jeff Weiss had spent 20 years teaching negotiation skills to top executives when he realized those techniques might be just as valuable to soldiers on the battlefield. 

So a decade ago, he approached the U.S. Military to teach officers negotiation tools and strategies they could use in a theater of war. The West Point Negotiation Project was founded, and before long, Weiss made another realization: the lessons could go the other way, too. 

"There's a ton to take from the military back to the corporations," says Weiss, a partner at Vantage Partners, a Boston-based negotiation training and consulting firm that works with Fortune 500 companies. "Business leaders have a lot to learn from military leaders who, in extreme situations, are able to take a deep breath, get perspective and negotiate through a set of strategies." 

Read more: Why we pick bad leaders 

Perhaps counter-intuitively, the best military negotiators adopt a creative, problem-solving approach. A more macho, "Rambo style" of negotiation -- in which the negotiator digs in inflexibly to a position they believe to be right -- is "just not effective," Weiss says, and could lead to fatal errors. 

"When we're under pressure to act fast in a high-stakes situation, it often leads us to a set of traps," he adds. "We often act on perception and assumptions, we tend to use a strong position and dig in, we tend to use threats and we play a concessions game far too frequently." 

Below are five key points into which Weiss has distilled the essence of successful deal-making, which he says are equally applicable whether you're dealing with potentially hostile stakeholders on the battlefield, or a fellow boardroom warrior.  1. What's the name of the article's subject?
2. What's his job?
3. Of what?
4. Who has he mostly taught?
5. For how long?
6. Who did he start teaching instead?
7. When did he start that?
8. Does Weiss think that the military can teach the executives something?
9. What kind of strategies do military officers take in negotiations?
10. What kind of strategy is not effective?
11. What are military leaders able to do?
12. What happens when we're under pressure?
13. What does Weiss say we do too often?
14. What kind of companies does Weiss's company work with?
15. What's the name of his company?
16. Where is it located?
17. What is his position there?
18. What's the name of the military program he started?
19. How many people took part in the program?
20. Does Weiss still work in the program?
numbered_answers:
1. Jeff Weiss
2. Teacher
3. negotiation skills
4. executives
5. 20 years
6. military officers
7. a decade ago
8. Yes
9. a creative, problem-solving approach
10. A more macho, "Rambo style" of negotiation
11. take a deep breath, get perspective and negotiate through a set of strategies in extreme situations
12. it often leads us to a set of traps
13. use threats and play a concessions game
14. Fortune 500 companies
15. Vantage Partners
16. Boston
17. partner
18. The West Point Negotiation Project
19. unknown
20. unknown