Question: President Donald Trump suffered a political setback Tuesday when Democrats won easy victories in governor's races in Virginia and New Jersey. In addition, Democrats cheered a turnout that could have major implications for next year's congressional midterm elections, when all 435 House seats and one-third of the Senate will be on the ballot. Democrats are pointing to exit polls in both Virginia and New Jersey that showed that anger at Trump was a major factor in stimulating Democrats to get to the polls. They also note Democratic gains in the battle for state delegate seats in Virginia, another sign of grass-roots enthusiasm that could help Democrats in races for lower-level offices across the country. In New Jersey, Governor-elect Phil Murphy, a Democrat, saw his election as a direct rebuke of the Republican president. "New Jersey sent an unmistakable message to the entire nation. We are better than this!" Murphy told cheering supporters at his victory rally. In Virginia, Democrat Ralph Northam defeated Republican Ed Gillespie in a campaign that focused, in part, on Trump and his policies, especially on immigration. At a news conference Wednesday, Northam said his victory showed that Virginians had a message for the country and the world. "The divisiveness, the hatred, the bigotry, the politics that is tearing this country apart, that is not the United States of America that people love and it certainly not the Commonwealth of Virginia that they love," he said. Political analysts said Democratic enthusiasm and a focus on Trump were clearly on display in both states. "We have heard for months and months about all this energy on the left. It had not materialized until tonight," said Steve Peoples of the Associated Press. "A big night for Democrats and, really, it was a repudiation of sorts of the Trump nationalist message." Even some Republicans saw the results as a rejection of the Trump political brand. Representative Scott Taylor of Virginia told the New York Times that he believes the president's "divisive... What did Ralph Northam think about Phil Murphys win Pick the correct answer from the following options: - He loved it - He was pleased by it - He was enthused by it - not enough information
Answer: not enough information

Question: Earlier this week, @naval (CEO and co-founder of AngelList) asked a question on Twitter: "The challenge of the next decade is not Artificial Intelligence, but Human Intelligence. Can we retrain the workforce as knowledge workers?"" At the heart of his question is an interesting observation. As automation and artificial intelligence replaces manual jobs, how do we retrain people in the new knowledge economy where information handling and management is in high demand? I thought I would share some experiences, observations, and recommendations based upon when I did this previously in my career. Back in 2004 I was peddling my wares as a journalist, writing for the tech press. I was living in the West Midlands in England and heard about a new organization in nearby Birmingham called OpenAdvantage. The premise was neat: open source was becoming a powerful force in technology and OpenAdvantage was set up to provide free consultancy for companies wanting to harness open source, as well as individuals who wanted to upskill in these new technologies. At the time in the West Midlands lots of industry was being automated and moved out to Asia, so lots of Midlanders were out of jobs and looking to retrain. This required, by definition, retaining the workforce as knowledge workers. OpenAdvantage was funded by the UK government and the University of Central England, had a decent war chest, and was founded by Scott Thompon and Paul Cooper (the latter of which I met when he heckled me at a talk I gave at a Linux User Group once. 🙂 ) So, I went along to their launch event and wrote a piece about them. Shortly after, Paul and Scott invited me back over to the office and offered me a job there as an open source consultant. I took the role, and this is where I cut my teeth on a lot of open source, community, and working with businesses. We had crazy targets to hit each month, so we ended up working with and training hundreds of organizations and individuals across a wide range of areas, and covering a wide berth of open source... What did the author think of OpenAdvantage? Pick the correct answer from the following options: - he was disgusted - he was horrified - he was impressed - not enough information
Answer: he was impressed

Question: 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 be…frustration 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. Employees feel frustration as: Pick the correct answer from the following options: - Directors follow a stringent hierarchy - a new SVP is hired - not enough information - The organization grows and divides
Answer:
The organization grows and divides