When doing right costs money.
WHAT THE REAL SITUATIONS LOOK LIKE
Losing a contract by refusing a payment Discovering a defect after delivery Finding an error in your favour Being asked to release a product you are unsure about Knowing something a customer does not
WHY THEY ARE HARD
The cost of doing right is immediate and the benefit is not.
WHAT TO ESTABLISH
A way of deciding, before the moment.
WHAT QUESTIONS HELP
Would I be comfortable if this were known publicly Would I accept this if it were done to me What would I advise someone else to do What does this establish as normal What happens if this becomes a pattern
WHY THE PUBLICITY TEST WORKS
Discomfort at exposure is a reliable indicator.
WHAT TO DO ABOUT DEFECTS DISCOVERED AFTER DELIVERY
Tell the customer.
WHY
They will discover it, and concealment converts a fault into dishonesty.
WHAT TO DO ABOUT ERRORS IN YOUR FAVOUR
Correct them, and say so.
WHY
It is noticed and it is remembered.
WHAT TO DO ABOUT SAFETY CONCERNS UNDER DEADLINE PRESSURE
Stop.
WHY
There is no commercial justification that survives an injury.
WHAT TO ESTABLISH
That nobody is asked to choose between a deadline and safety.
WHAT TO RECOGNISE
That short-term cost is measurable and long-term damage is not, which biases decisions.
WHAT TO WEIGH
Legal exposure, reputation, staff trust and precedent.
WHAT TO AVOID
Deciding alone under pressure.
WHAT TO DO
Consult someone whose judgement you trust.
WHY
It interrupts rationalisation.
