Problem: Luftwaffe policy at this point was primarily to continue progressive attacks on London, chiefly by night attack; second, to interfere with production in the vast industrial arms factories of the West Midlands, again chiefly by night attack; and third to disrupt plants and factories during the day by means of fighter-bombers. Kesselring, commanding Luftflotte 2, was ordered to send 50 sorties per night against London and attack eastern harbours in daylight. Sperrle, commanding Luftflotte 3, was ordered to dispatch 250 sorties per night including 100 against the West Midlands. Seeschlange would be carried out by Fliegerkorps X (10th Air Corps) which concentrated on mining operations against shipping. It also took part in the bombing over Britain. By 19/20 April 1941, it had dropped 3,984 mines, ⅓ of the total dropped. The mines' ability to destroy entire streets earned them respect in Britain, but several fell unexploded into British hands allowing counter-measures to be developed which damaged the German anti-shipping campaign.
What did the Fliegerkorps X concentrate on?
---
Answer: mining operations against shipping


Problem: Humanistic psychology is a psychological perspective which rose to prominence in the mid-20th century in response to Sigmund Freud's psychoanalytic theory and B. F. Skinner's Behaviorism. The approach emphasizes an individual's inherent drive towards self-actualization and creativity. Psychologists Carl Rogers and Abraham Maslow introduced a positive, humanistic psychology in response to what they viewed as the overly pessimistic view of psychoanalysis in the early 1960s. Other sources include the philosophies of existentialism and phenomenology.
What does humanistic psychology seek to misunderstand?
---
Answer: unanswerable


Problem: Downstream operations, which now also includes the chemicals business, generates a third of Shell's profits worldwide and is known for its global network of more than 40,000 petrol stations and its 47 oil refineries. The downstream business, which in some countries also included oil refining, generally included a retail petrol station network, lubricants manufacture and marketing, industrial fuel and lubricants sales and a host of other product/market sectors such as LPG and bitumen. The practice in Shell was that these businesses were essentially local and that they were best managed by local "operating companies" – often with middle and senior management reinforced by expatriates. In the 1990s, this paradigm began to change, and the independence of operating companies around the world was gradually reduced. Today, virtually all of Shell's operations in various businesses are much more directly managed from London and The Hague. The autonomy of "operating companies" has been largely removed, as more "global businesses" have been created.
Prior to the 1990s, Shell's downstream businesses were essentially considered what kind of businesses?
---
Answer:
local