Management Assessment Tests

Management Situational Judgement Test

1. Question 1 of 10

   You work behind the counter at a community pharmacy. A regular customer collects her repeat prescription and, back at the counter two minutes later, says the box contains 28 tablets but her prescription is for 56 and she has none left at home. The dispensing record on screen shows 56 issued. The pharmacist is with a patient in the consultation room and will be free in about ten minutes. The customer is due at work and is becoming anxious. Which response below would be most effective, and which would be least effective?

   1. Explain that the computer record shows 56 tablets were issued, so the second box must be at home or in her bag, and suggest she checks there before coming back to the pharmacy.
   2. Take a second box of 28 from the shelf and hand it over so she is not late for work, then tell the pharmacist what you have done when she comes out of the consultation room.
   3. Apologise, take her details and the box, tell her the pharmacist will check the dispensing within ten minutes, and ask her to wait or take a call at work so nothing is guessed at.
   4. Tell her the pharmacy cannot look into it while the pharmacist is busy and ask her to come back tomorrow when the counter is quieter and someone can go through the records properly.
   Show the answer

   Most effective: C. Apologise, take her details and the box, tell her the pharmacist will check the dispensing within ten minutes, and ask her to wait or take a call at work so nothing is guessed at.

   Least effective: D. Tell her the pharmacy cannot look into it while the pharmacist is busy and ask her to come back tomorrow when the counter is quieter and someone can go through the records properly.

   A: Acts on assumptions without checking: the record shows what was meant to be issued, not what went into the bag, and treating the screen as proof sends a customer with no tablets left home to look for a box that may not exist.

   B: Breaches confidentiality or process: handing out prescription medicine without the pharmacist checking the dispensing is not yours to do, and a ten-minute wait is not a reason to bypass the one control that catches a dispensing error.

   D: Ignores the customer's actual need: she has no tablets left and a ten-minute wait was available. Sending her away untreated overnight to suit the counter's convenience is a service failure of a different kind from the other options, which at least try to resolve it today.

   The most effective response is to apologise, take her details, and tell her the pharmacist will check the dispensing within ten minutes: it takes the complaint seriously, puts the one person qualified to check it on the job, and still gives the customer a way to get to work. It beats quoting the computer record and suggesting she looks at home, because the dispensing record shows the intention, not the contents of the bag, so repeating it back to her settles nothing and puts the burden of proof on the customer. It beats handing her a second box of 28 yourself, because the pharmacist’s check is exactly the control that catches a short dispense, and skipping it to save ten minutes risks compounding one error with another. The least effective response is telling her to come back tomorrow when the counter is quieter: it is the only response that leaves a customer with no medication overnight when a qualified check was ten minutes away, and it does so for the pharmacy’s convenience rather than any clinical reason. That is worse than quoting the record, which at least offers her a next step, and worse than handing over a second box, which errs by trying too hard to help. The principle: when a customer has a genuine need and the right check is minutes away, make the check happen rather than deferring or bypassing it.

2. Question 2 of 10

   You are a junior designer at a graphic design studio. You and a colleague, Ines, are producing a brand pack due to the client on Friday. It is Wednesday. Ines has been given a second urgent project and tells you she can now only do about half her share of the brand pack. You have capacity for some but not all of the rest. Your studio manager assigns work and is in the office. Which response below would be most effective, and which would be least effective?

   1. Take on all of Ines's remaining share and work late Wednesday and Thursday so the brand pack is delivered on Friday as promised.
   2. Work out with Ines exactly what is left, then tell the studio manager today what the two of you can cover and what still needs someone, before Friday.
   3. Tell Ines the brand pack has to come first since it has a client deadline on Friday, and ask her to push back on the second project herself.
   4. Carry on with your own share and let Ines deliver what she can, and raise it on Friday if the brand pack turns out to be incomplete.
   Show the answer

   Most effective: B. Work out with Ines exactly what is left, then tell the studio manager today what the two of you can cover and what still needs someone, before Friday.

   Least effective: D. Carry on with your own share and let Ines deliver what she can, and raise it on Friday if the brand pack turns out to be incomplete.

   A: Hides the strain until failure: it absorbs a shortfall the studio manager created and never learns about, so she keeps assigning on the assumption that both projects fit.

   C: Passes responsibility to others: the studio manager assigns the work, so asking Ines to argue about her own workload leaves the person who made the clash out of the conversation.

   D: Hides the problem / silent deadline slip: it is known on Wednesday that the pack will be short, and the plan is to mention it on the day it is due, when nothing can be done. Waiting to report a certainty is concealment.

   The most effective response is to work out with Ines exactly what is left, then tell the studio manager today what the two of you can cover and what still needs someone: the shortfall is known on Wednesday, its size can be worked out in ten minutes, and she both created the clash and is the only person who can resolve it. Bringing her the specifics rather than the problem lets her act. It beats taking on all of Ines’s remaining share and working late, because quietly absorbing the gap hides from the manager that two projects were assigned into one person’s week, so she does it again. It beats telling Ines to push back on the second project herself, because that leaves the person who assigns the work out of a conversation about her own assignment. The least effective response is letting Ines deliver what she can and raising it only if the pack turns out incomplete: it knows on Wednesday that Friday will fall short and plans to mention it when no resource can be added. That is worse than absorbing the work, which delivers, and worse than asking her to push back, which at least raises it. The principle: size the gap, then take it to whoever controls the resource while there is still time to fill it.

3. Question 3 of 10

   You are an administrator in a pension scheme’s benefits team. Checking a routine calculation you notice that the formula used for a group of about thirty members appears to apply the wrong revaluation rate, which would mean they have been underpaid for several years. You are relatively new and the calculation is complex. The scheme actuary reports quarterly. Your benefits manager is in the office. Which response below would be most effective, and which would be least effective?

   1. Work through the whole group's calculations yourself over the coming weeks so that you can present a fully evidenced case rather than a suspicion.
   2. Take your workings to the benefits manager today, explain which rate appears to have been applied and that the calculation is complex and you may have it wrong.
   3. Raise it with the scheme actuary at the next quarterly report, since the revaluation rate is a technical question that falls squarely within the actuary's remit.
   4. Leave it, since the formula has presumably been reviewed and audited over the years and you are new enough to be misreading a calculation you do not fully understand.
   Show the answer

   Most effective: B. Take your workings to the benefits manager today, explain which rate appears to have been applied and that the calculation is complex and you may have it wrong.

   Least effective: D. Leave it, since the formula has presumably been reviewed and audited over the years and you are new enough to be misreading a calculation you do not fully understand.

   A: Delays the decision: weeks of solo checking on a complex calculation postpones a possible underpayment to thirty pensioners, when the benefits manager could confirm the principle in an afternoon.

   C: Delays the decision by choosing the wrong route: the actuary is the right technical authority and the wrong clock, and the benefits manager is the person who can involve them now rather than in three months.

   D: Fails to escalate a genuine risk: thirty pensioners may have been underpaid for years, and the reason for silence is that others must have checked, which is the assumption the error itself disproves. Being unsure is a reason to ask, not to say nothing.

   The most effective response is to take your workings to the benefits manager today, explain which rate appears to have been applied and that you may have it wrong: you may have found a long-running underpayment to thirty pensioners, you cannot confirm it, and she can either dismiss it or escalate it to the actuary within the day. Saying plainly that you may be mistaken is honest and costs nothing. It beats working through the whole group’s calculations yourself over the coming weeks, because that postpones a possible underpayment while you build certainty someone else could reach far faster. It beats raising it with the scheme actuary at the next quarterly report, because that is the right expertise on a three- month delay. The least effective response is leaving it because the formula has presumably been reviewed and audited over the years: it lets a possible multi-year underpayment stand on exactly the assumption your own check calls into question. That is worse than the other two, which are too slow but do act. The principle: take an uncertain but serious finding to whoever can confirm it, promptly, and be open about your own uncertainty.

4. Question 4 of 10

   You work in the accounts office of a small manufacturer. A supplier’s representative drops in with a Christmas hamper addressed to you personally, saying it is a thank you for prompt payment. The company’s policy requires gifts over a nominal value to be declared to a manager, and you are involved in approving that supplier’s invoices. Your finance manager is in the office. Which response below would be most effective, and which would be least effective?

   1. Take the hamper home without mentioning it, since it was addressed to you personally, it is only a seasonal gesture and it will not change how you handle the supplier's invoices.
   2. Accept it provisionally, declare it to your finance manager today given that you approve this supplier's invoices, and follow whatever she decides.
   3. Refuse the hamper on the spot and tell the representative that the company does not allow suppliers to give gifts to staff.
   4. Put the hamper in the staff room for everyone to share, so that no individual benefits from it and nothing needs declaring.
   Show the answer

   Most effective: B. Accept it provisionally, declare it to your finance manager today given that you approve this supplier's invoices, and follow whatever she decides.

   Least effective: A. Take the hamper home without mentioning it, since it was addressed to you personally, it is only a seasonal gesture and it will not change how you handle the supplier's invoices.

   A: Breaches confidentiality or process: the declaration rule exists precisely because the recipient cannot vouch for their own impartiality, and taking a supplier's gift home unrecorded while approving their invoices is the conflict the policy is written to catch.

   C: Applies the rule without using it: the policy provides for declaration, not blanket refusal, and turning it away at the door resolves it without the record that the policy exists to create.

   D: Acts on assumptions without checking: sharing it changes who eats it, not whether a supplier gave a gift to someone who approves their invoices. The declaration is still owed and is now less likely to happen.

   The most effective response is to accept it provisionally and declare it to your finance manager today, given that you approve this supplier’s invoices: that is exactly the situation the declaration rule exists for, and she is in the office and can decide whether it is kept, returned or shared. Declaring it puts the decision where the policy intends. It beats putting the hamper in the staff room for everyone to share, because that changes who benefits without removing the conflict or creating the record. It beats refusing it on the spot and telling the representative gifts are not allowed, because that is well meant but skips the declaration, so nothing is recorded about a supplier offering gifts to the people who approve their invoices. The least effective response is taking it home without mentioning it because it will not change how you handle the invoices: that assurance is precisely the one the policy exists because nobody can give about themselves. That is worse than the other two, which handle it imperfectly but do not conceal. The principle: declare the thing the policy asks you to declare, and let the person it names decide what happens to it.

5. Question 5 of 10

   You are a teaching assistant. You and another assistant, Bev, support the same class. She regularly changes the seating plan the teacher agreed with you, without telling either of you, and two pupils who work badly together keep ending up side by side. The teacher has noticed the disruption but not the cause. Bev has been at the school much longer than you. Which response below would be most effective, and which would be least effective?

   1. Leave the seating as Bev arranges it, since she has been at the school far longer than you and the teacher will raise it herself if she thinks it is a problem.
   2. Speak to Bev privately, explain why those two pupils were separated in the agreed plan, and agree that changes to the seating go through the teacher first.
   3. Tell the teacher that the seating plan is being changed and that this is why the two pupils keep ending up together and disrupting the class.
   4. Move the two pupils back apart each time you notice they have been seated together, so the agreed plan is restored without any need for a confrontation.
   Show the answer

   Most effective: B. Speak to Bev privately, explain why those two pupils were separated in the agreed plan, and agree that changes to the seating go through the teacher first.

   Least effective: A. Leave the seating as Bev arranges it, since she has been at the school far longer than you and the teacher will raise it herself if she thinks it is a problem.

   A: Fails to escalate a genuine problem: two pupils who work badly together are repeatedly seated side by side and the class is being disrupted, and the reason for silence is Bev's length of service. Choosing to let the disruption continue is worse than raising it clumsily.

   C: Escalates prematurely: Bev has not been told the changes are causing the disruption, and the first she would hear of it is from the teacher, over something a private conversation could settle.

   D: Avoids the difficult conversation: it corrects the seating and leaves Bev changing it again, so pupils are moved back and forth in class and the cause is never addressed.

   The most effective response is to speak to Bev privately, explain why those two pupils were separated in the agreed plan, and agree that seating changes go through the teacher first: she almost certainly does not know why they were separated, the fix is one conversation plus an agreement about who changes the plan, and it keeps the teacher’s arrangement intact. It beats telling the teacher the seating plan is being changed and that this is why the two keep disrupting the class, because going to her first makes a complaint out of something Bev has never been told about. It beats moving the two pupils back apart each time you notice, because that leaves them shuttled around the room and Bev still rearranging, so the disruption continues. The least effective response is leaving the seating as she arranges it because she has been at the school far longer: it accepts continuing disruption to pupils’ learning on grounds of seniority and waits for the teacher to work it out. That is worse than the other two, which raise or address it imperfectly. The principle: tell the colleague what the change causes, agree who owns the decision, and only then involve the person above you.

6. Question 6 of 10

   You are an administrator at a day nursery. A child has had a minor fall in the garden this morning, was checked by the room leader and is fine, and an accident form has been completed. The room leader is busy with the children and asks you to let the parent know. The parent collects at 5pm. It is 11am and you have the parent’s phone number. Which response below would be most effective, and which would be least effective?

   1. Ring the parent now, tell her what happened, that her child was checked and is fine, and that the accident form will be ready to sign at collection.
   2. Leave it to the room leader to mention at collection if she gets the chance, since the child is fine and the accident form is on file if the parent asks to see it.
   3. Wait until 5pm and tell the parent at collection, handing over the accident form then so she can hear what happened and see her child at the same time.
   4. Send the parent a short text saying there has been a minor accident and that staff will explain everything when she collects her child at 5pm.
   Show the answer

   Most effective: A. Ring the parent now, tell her what happened, that her child was checked and is fine, and that the accident form will be ready to sign at collection.

   Least effective: B. Leave it to the room leader to mention at collection if she gets the chance, since the child is fine and the accident form is on file if the parent asks to see it.

   B: Hides the problem: it makes telling the parent optional and depends on a busy colleague remembering. A parent who later learns of a fall nobody mentioned has been kept in the dark by default.

   C: Delays the message: it is defensible and it means the parent spends six hours not knowing. A child's fall is something most parents would rather hear about at once, and the call costs a minute.

   D: Alarms without reassuring: it sends the frightening half of the message and holds back the half that settles it, so a parent spends six hours worrying about something already resolved.

   The most effective response is to ring the parent now, tell her what happened, that her child was checked and is fine, and that the form will be ready to sign at collection: she wants to know, the news is reassuring once she has all of it, and a call carries the fall and the reassurance together. It beats sending a short text saying there has been a minor accident, because announcing an accident without the reassurance is the worst possible half of the message, and leaves her anxious all afternoon for no reason. It beats waiting until 5pm and telling her at collection, because six hours of not knowing is avoidable at the cost of a one-minute call. The least effective response is leaving it to the room leader to mention at collection if she gets the chance: it leaves telling the parent to chance and to a colleague busy with children, so a fall may never be mentioned at all. That is worse than the other two, which tell her late or partially but do tell her. The principle: when something has happened to someone’s child, tell them promptly and tell them the whole of it, including the part that reassures.

7. Question 7 of 10

   You work in the membership office of a golf club. Members’ subscriptions are due, and a discounted rate applies to anyone who joined before 2015. A member who joined in 2018 asks you to record him as a pre-2015 member, saying he has been coming as a guest since 2012 and that nobody would ever check. He is friendly and well known at the club. The club secretary is in her office. Which response below would be most effective, and which would be least effective?

   1. Tell him you cannot change the joining date and suggest he takes it up with the club secretary himself if he believes his guest years should count.
   2. Record him at the pre-2015 rate, since he has genuinely been coming to the club since 2012 and the discount is meant to reward long- standing members.
   3. Apply the standard rate but note on his file that he has attended since 2012, so that the club can consider a discretionary discount at some point in the future.
   4. Tell him the joining date is a matter of record and you cannot change it, and offer to ask the secretary whether guest years have ever been counted towards the discount.
   Show the answer

   Most effective: D. Tell him the joining date is a matter of record and you cannot change it, and offer to ask the secretary whether guest years have ever been counted towards the discount.

   Least effective: B. Record him at the pre-2015 rate, since he has genuinely been coming to the club since 2012 and the discount is meant to reward long- standing members.

   A: Passes responsibility to others: the refusal is right and the handoff is thin. He has raised a question about how guest years are treated, and sending him to make his own case leaves you having merely declined.

   B: Falsifies a membership record: his joining date is a fact, and rewriting it to produce a discount he is not entitled to is dishonesty dressed as fairness. It also charges every other member for the shortfall.

   C: Delays the decision: it charges him correctly, which is right, and parks his actual question on a file note that nobody is due to read. The secretary is in her office today.

   The most effective response is to tell him the joining date is a matter of record and offer to ask the secretary whether guest years have ever counted: the date is a fact and not yours to alter, but the question underneath it is legitimate and the secretary can answer it. Refusing clearly and taking the question forward does both jobs. It beats telling him to take it up with the club secretary himself, because that refuses in the same way but leaves him to make his own case, when you are standing beside the person who decides. It beats applying the standard rate and noting on his file that he has attended since 2012, because a note for future consideration answers nobody today, and the secretary is available now. The least effective response is recording him at the pre-2015 rate: it rewrites a factual record to create an entitlement that does not exist, and the reasoning offered, that he has been around a long time, is exactly the reasoning that makes small falsifications feel reasonable. That is worse than the other two, which charge him correctly. The principle: refuse to alter a record, then take the fair question underneath it to the person who can actually decide it.

8. Question 8 of 10

   You are a warehouse administrator at a medical devices distributor. Reconciling stock you notice that a batch of single-use surgical instruments recorded as quarantined has been picked and despatched to two hospitals. The quarantine was applied last month and you do not know why. The person who applied it has left. Your quality manager is on site. Which response below would be most effective, and which would be least effective?

   1. Take the records to your quality manager immediately, showing that quarantined stock has gone to two hospitals, and let her decide what happens next.
   2. Find out first why the quarantine was applied, since the reason may be administrative, and take it to the quality manager once you know what you are reporting.
   3. Contact the two hospitals to ask them to hold the batch until its status has been confirmed, then report it to the quality manager.
   4. Correct the stock record to show the batch as despatched and let the quarantine flag lapse, since the goods have already gone and the person who applied it is no longer here.
   Show the answer

   Most effective: A. Take the records to your quality manager immediately, showing that quarantined stock has gone to two hospitals, and let her decide what happens next.

   Least effective: D. Correct the stock record to show the batch as despatched and let the quarantine flag lapse, since the goods have already gone and the person who applied it is no longer here.

   B: Delays the decision: quarantined stock is already in two hospitals, and establishing the reason yourself postpones a decision the quality manager is qualified to make today.

   C: Acts outside own authority: contacting customers about potentially unsafe medical devices is a regulated communication, and a warehouse administrator making it first commits the company before anyone qualified has assessed the batch.

   D: Conceals a potential safety failure: it tidies away the only evidence that quarantined medical devices reached two hospitals, so nobody can assess whether patients are at risk. That is a different order of wrong from acting too slowly.

   The most effective response is to take the records to your quality manager immediately, showing that quarantined stock has gone to two hospitals, and let her decide what happens next: the reason for the quarantine is unknown and may be a safety matter, and she is on site and decides about recall and about telling the customers. Speed matters because the devices may be used. It beats finding out first why the quarantine was applied, because researching it yourself delays a decision she can take now, on stock already in clinical settings. It beats contacting the two hospitals to ask them to hold the batch, because a communication about potentially unsafe devices is regulated and must come from the company’s quality function. The least effective response is correcting the stock record to show the batch as despatched and letting the flag lapse: it removes the quarantine and the evidence, so nobody can establish whether patients are at risk. That is worse than the other two, which act slowly or beyond their authority but keep the problem visible. The principle: when a control has failed on something already with customers, go straight to the person who owns the control, and change nothing yourself.

9. Question 9 of 10

   You are a production assistant at a signage workshop. Two jobs are on your bench. A shop fascia must be finished today because the fitters collect it at 4pm for a Saturday installation, and a set of exhibition panels is due to be couriered tomorrow. At 11am the vinyl for the fascia arrives damaged; a replacement roll can be collected from a supplier forty minutes away. Your supervisor is at the supplier’s trade counter this morning and contactable by phone. Which response below would be most effective, and which would be least effective?

   1. Carry on with the fascia using the damaged vinyl, working around the worst of the damage, and say nothing to the fitters since the fault may not be obvious once the fascia is installed.
   2. Start on the exhibition panels while you think about the fascia, so that at least one of the two jobs is definitely progressing rather than both waiting on a roll of vinyl.
   3. Ring your supervisor at the supplier now, ask him to bring back a replacement roll, and prepare everything else on the fascia so it can be finished the moment the vinyl arrives.
   4. Drive to the supplier yourself to collect the replacement roll, so the vinyl is on the bench as quickly as possible and the fascia can still be finished before the fitters arrive.
   Show the answer

   Most effective: C. Ring your supervisor at the supplier now, ask him to bring back a replacement roll, and prepare everything else on the fascia so it can be finished the moment the vinyl arrives.

   Least effective: A. Carry on with the fascia using the damaged vinyl, working around the worst of the damage, and say nothing to the fitters since the fault may not be obvious once the fascia is installed.

   A: Hides the problem: it knowingly sends out damaged work on a Saturday shopfront and relies on nobody noticing. That is concealment of a defect, not a scheduling decision like the other options.

   B: Abandons own committed work: the panels have a day in hand and the fascia has five hours. Turning to the job that is not in trouble uses up the only time in which the fascia could still be saved.

   D: Acts on assumptions without checking: your supervisor is standing in that supplier's trade counter now. An eighty-minute round trip spends the fascia's remaining time on a journey a phone call could have avoided.

   The most effective response is to ring your supervisor at the supplier for a replacement roll and prepare everything else on the fascia meanwhile: he is already standing in that shop, so one phone call solves the shortage at no travel cost, and preparing the rest means the vinyl goes straight on when it arrives. It beats driving to the supplier yourself, because that spends eighty minutes of the fascia’s remaining five hours doing something the person already there could do for free. It beats starting on the exhibition panels while you think about it, because the panels have a full day in hand while the fascia has a fixed 4pm collection, so that spends the fascia’s last usable hours on the job that was never at risk. The least effective response is working around the damage and saying nothing to the fitters: it is the only response that lets defective work leave the workshop, on a shopfront the public will see, with the fitters and the customer told nothing. That is worse than the other two, which mismanage the time but produce sound work. The principle: solve the shortage the cheapest way available, prepare everything you can meanwhile, and never let a deadline persuade you to ship a defect quietly.

10. Question 10 of 10

    You are a resourcing coordinator at a recruitment agency. A candidate you placed in a temporary warehouse role two weeks ago rings to say his shifts have been changed to nights without notice and he cannot do them because of childcare. Your agency’s contract with the client says shift patterns are agreed in advance. Your account manager, who owns the client relationship, is in a pitch until 4pm. The candidate is due on a night shift this evening. Which response below would be most effective, and which would be least effective?

    1. Get the details from the candidate, check the agreed pattern on the contract file, and put the facts to your account manager before 4pm so she can raise it with the client before tonight's shift.
    2. Tell the candidate that shift changes are between him and the site supervisor and that he should raise it there, since the agency only placed him and does not run the client's rotas.
    3. Ring the client's site supervisor yourself, point out that the contract requires shift patterns to be agreed in advance, and ask for the candidate to be put back on days from tonight.
    4. Tell the candidate not to attend tonight's night shift, since the change breaches the agreed pattern, and confirm to him that the agency will sort it out with the client afterwards.
    Show the answer

    Most effective: A. Get the details from the candidate, check the agreed pattern on the contract file, and put the facts to your account manager before 4pm so she can raise it with the client before tonight's shift.

    Least effective: B. Tell the candidate that shift changes are between him and the site supervisor and that he should raise it there, since the agency only placed him and does not run the client's rotas.

    B: Passes responsibility to others: the agreed pattern is in your agency's own contract, so this is exactly the agency's business. Sending a temporary worker to argue it alone with the site abandons the person you placed.

    C: Substitutes own judgement for the stakeholder's: your account manager owns this relationship and a contractual challenge to the client is hers to frame. Making it yourself commits the agency to a position she has not seen.

    D: Acts on assumptions without checking: it tells a worker to miss a shift before anyone has confirmed the pattern or spoken to the client, which risks his placement on a reading of the contract nobody senior has looked at.

    The most effective response is to get the details, check the agreed pattern on the contract file, and put the facts to your account manager before 4pm: this is a contractual point the agency owns, it needs the person who owns the client relationship, and there is time to reach her before the shift. Gathering the facts first means she can act rather than investigate. It beats ringing the client’s site supervisor yourself, because a challenge to a client about their contract is the account manager’s to make, and pre-empting it commits the agency to a position she has not agreed. It beats telling the candidate not to attend tonight, because that risks his placement on your reading of a contract, before anyone has checked the agreed pattern or spoken to the client. The least effective response is telling him shift changes are between him and the site supervisor: it is the only response that denies the agency has any part in this, when the agreed pattern sits in the agency’s own contract, and it leaves a temporary worker to argue his own case against the site. That is worse than the other two, which are both wrong about who acts, but at least act. The principle: when something is genuinely yours to own, take it to the person who owns the relationship, with the facts, in time for them to use them.