AstraZeneca Assessment Tests

AstraZeneca Situational Judgement Test

1. Question 1 of 10

   You are a despatcher for an emergency plumbing service. At 4pm three calls are open. A tenant reports water coming through a ceiling light fitting. A restaurant has a blocked drain and cannot serve food. And a regular commercial client wants a quote for planned work by tomorrow. You have one engineer free now and another finishing at 5pm. The quote takes twenty minutes to prepare. Which response below would be most effective, and which would be least effective?

   1. Send the free engineer to the restaurant since it cannot trade and is losing money by the hour, and put the ceiling leak to the engineer finishing at 5pm.
   2. Send the free engineer to the water coming through the light fitting, put the restaurant to the engineer finishing at 5pm, and prepare the quote after both are despatched.
   3. Advise the tenant to switch off the electricity and wait until an engineer is free tomorrow morning, and send the free engineer to the restaurant.
   4. Prepare the quote first since it is quick and the client is waiting on it, then despatch the free engineer to whichever of the two jobs sounds more serious.
   Show the answer

   Most effective: B. Send the free engineer to the water coming through the light fitting, put the restaurant to the engineer finishing at 5pm, and prepare the quote after both are despatched.

   Least effective: C. Advise the tenant to switch off the electricity and wait until an engineer is free tomorrow morning, and send the free engineer to the restaurant.

   A: Substitutes own judgement for the stakeholder's: lost trade is expensive and water through a light fitting is an electrical risk to the people in the property, which is a different order of urgency from money.

   C: Fails to escalate a genuine risk: it leaves water entering an electrical fitting overnight with a tenant told to manage it alone, when an engineer is free now. Deferring a live electrical hazard is the worst of the four.

   D: Delays the decision: twenty minutes of quoting for work due tomorrow is placed ahead of two live emergencies, one of them an electrical hazard.

   The most effective response is to send the free engineer to the water coming through the light fitting, put the restaurant to the engineer finishing at 5pm, and prepare the quote once both are despatched: water entering a light fitting is an electrical hazard to the people in the property, so it takes the engineer who is free now; the restaurant is losing trade but is not dangerous; and a quote for tomorrow can wait. It beats sending the free engineer to the restaurant because it cannot trade, since that ranks lost revenue above an electrical risk to occupants. It beats preparing the quote first because it is quick and the client is waiting, because twenty minutes of paperwork for tomorrow should not precede two live emergencies. The least effective response is telling the tenant to switch off the electricity and wait until tomorrow morning: it leaves water running into an electrical fitting overnight while a free engineer goes to a blocked drain. That is worse than the other two, which misrank the jobs but still send someone to the leak today. The principle: rank by harm to people first, then by cost, and do the paperwork once the emergencies are moving.

2. Question 2 of 10

   You are an administrator at a care home. Your manager has asked you to finish the monthly staffing rota by Friday; it is Tuesday. At 10am a relative rings to say she is visiting this afternoon and needs to know whether her father’s care plan review has been booked, because she must arrange time off work. Finding out takes about fifteen minutes. Your manager is on site. Which response below would be most effective, and which would be least effective?

   1. Tell the relative you will ask your manager to call her back about the care plan review, since she knows the residents and can answer the question far more fully than you could.
   2. Carry on with the rota, since your manager set a Friday deadline for it, and leave the relative's question until you have the rota finished and can look into it properly.
   3. Tell the relative that care plan reviews are usually booked six- monthly, so her father's is probably due soon, and suggest she asks at reception when she visits this afternoon.
   4. Take her number, check the care plan review booking now since it takes about fifteen minutes, ring her back this morning, and carry on with the rota afterwards.
   Show the answer

   Most effective: D. Take her number, check the care plan review booking now since it takes about fifteen minutes, ring her back this morning, and carry on with the rota afterwards.

   Least effective: B. Carry on with the rota, since your manager set a Friday deadline for it, and leave the relative's question until you have the rota finished and can look into it properly.

   A: Passes responsibility to others: it moves a fifteen-minute check onto a manager who has not been asked, and leaves the relative waiting on a call that may not come before this afternoon.

   B: Ignores the customer's actual need: a fifteen-minute question is parked behind a task with three days of slack, and the relative is trying to book time off today. Nothing is gained by the delay.

   C: Acts on assumptions without checking: it answers with a general pattern instead of the booking, and asks her to chase it herself on a visit she is trying to plan around.

   The most effective response is to take her number, check the care plan review booking now, and ring her back this morning: the question takes fifteen minutes and has a deadline of this afternoon, while the rota has three days in hand, so doing the short urgent thing first costs the rota almost nothing. It beats asking your manager to call her back about the review, because it is a fifteen-minute check you can do yourself, and routing it through a manager who has not been asked adds delay to something the relative needs today. It beats telling her reviews are usually booked six-monthly and to ask at reception, because a general rule is not an answer about her father, and it puts the work back on her. The least effective response is carrying on with the rota until it is finished: it leaves a time-sensitive question unanswered in favour of a task with three days of slack, so she cannot arrange her leave and nothing is gained. That is worse than the other two, which answer her badly but at least answer her. The principle: when a short task has a deadline today and a long one has a deadline on Friday, do the short one first.

3. Question 3 of 10

   You work in a council customer services team. You and your colleague Nadia job-share the housing repairs inbox. She believes tenants should be told realistic timescales even when they are long; you have been giving the target timescales the service publishes. A tenant has complained that he was told two different things by the two of you. Your team leader has asked you both to sort it out. Forty repair emails are waiting. Which response below would be most effective, and which would be least effective?

   1. Agree to use Nadia's realistic timescales from now on, since the complaint came from a tenant being given the published target and then finding it was not met.
   2. Ask your team leader to rule on which timescales should be quoted, and hold the forty repair emails until she has decided so that no more tenants get conflicting answers.
   3. Carry on quoting the published targets, since they are the service's official position, and let Nadia answer her share however she prefers until somebody tells one of you otherwise.
   4. Sit down with Nadia today, agree a single form of words that gives the published target and what is realistic, use it on the forty waiting emails, and take it to your team leader to confirm.
   Show the answer

   Most effective: D. Sit down with Nadia today, agree a single form of words that gives the published target and what is realistic, use it on the forty waiting emails, and take it to your team leader to confirm.

   Least effective: C. Carry on quoting the published targets, since they are the service's official position, and let Nadia answer her share however she prefers until somebody tells one of you otherwise.

   A: Prioritises harmony over honesty: it settles the disagreement by conceding rather than resolving it, and commits the team to quoting timescales that differ from the ones the service publishes.

   B: Delays the decision: it seeks the right ruling at the cost of forty tenants waiting longer for any answer at all, when a shared form of words could go out today and be confirmed afterwards.

   C: Avoids the difficult conversation: it accepts that tenants will keep getting two different answers from the same inbox, which is the exact complaint, and waits for someone else to fix it. Choosing to continue a known defect is worse than choosing the wrong fix.

   The most effective response is to sit down with Nadia today, agree a single form of words giving both the published target and what is realistic, use it on the forty waiting emails, and take it to your team leader to confirm: there are two problems, forty tenants waiting and a genuine disagreement about what to tell them, and a shared form of words solves both at once. Giving the target and the realistic expectation together is not a compromise between the two positions, it is the answer a tenant actually needs. It beats agreeing to use her realistic timescales from now on, because conceding to one view commits the team to quoting something other than the published target without anyone senior agreeing. It beats asking your team leader to rule and holding the emails until she has decided, because that makes tenants pay for an internal disagreement. The least effective response is carrying on quoting the published targets and letting Nadia answer her share however she prefers: it knowingly continues the practice that generated the complaint, with tenants still receiving two different answers from one inbox, and waits to be told to stop. That is worse than the other two, which pick a direction. The principle: agree a shared answer with your colleague, use it now, and have it confirmed afterwards rather than pausing the work.

4. Question 4 of 10

   You are a scheduling coordinator at a home care agency. A carer rings from a client’s house to say the eighty-year-old client seems confused, is unsteady on her feet and does not recognise her, which is not how she normally is. The carer’s visit ends in ten minutes and the next one is not until the evening. Your care manager is in the building. Which response below would be most effective, and which would be least effective?

   1. Rearrange the rota to send another carer round in an hour so the client is not left alone for long, and update the care manager at the end of the day.
   2. Advise the carer to ring the client's GP surgery herself and describe the symptoms, since she is with the client and can answer any questions the surgery asks.
   3. Tell the carer to finish the visit as scheduled and note the confusion in the client's record so that the evening carer knows to keep an eye on her.
   4. Tell the carer to stay with the client, get the care manager now, and have her decide whether the client needs medical attention before the visit ends.
   Show the answer

   Most effective: D. Tell the carer to stay with the client, get the care manager now, and have her decide whether the client needs medical attention before the visit ends.

   Least effective: C. Tell the carer to finish the visit as scheduled and note the confusion in the client's record so that the evening carer knows to keep an eye on her.

   A: Fails to escalate a genuine risk: extra cover is useful and a sudden change in an elderly client's mental state and balance is a clinical question, not a staffing one. An hour alone may be an hour too long.

   B: Passes responsibility to others: it puts a carer at the end of her visit in charge of a clinical escalation, when the care manager is in the building and is the person the agency expects to make that call.

   C: Stays silent about a known clinical risk: it leaves a confused and unsteady elderly woman alone until the evening, with the observation recorded but nobody told who could act on it. Writing it down is not reporting it.

   The most effective response is to tell the carer to stay with the client and get the care manager now to decide whether the client needs medical attention: a sudden change in an elderly client’s mental state and balance may be a medical emergency, the carer is the only person with her, and the manager is in the building and can decide within the ten minutes remaining. Keeping the carer there is what prevents the worst outcome. It beats rearranging the rota to send another carer round in an hour, because that treats a possible medical problem as a rota gap and still leaves her alone. It beats advising the carer to ring the client’s GP surgery herself, because that hands a clinical escalation to someone at the end of her shift when the person the agency employs to make that judgement is a few steps away. The least effective response is telling the carer to finish the visit as scheduled and note the confusion in the record: it leaves a confused, unsteady woman alone until the evening with the concern written down but nobody told. That is worse than the other two, which act imperfectly but keep somebody involved. The principle: when someone vulnerable may be at immediate risk, keep a person with them and get the decision to whoever is qualified to make it, now.

5. Question 5 of 10

   You are a duty assistant at a gym. A member tells you the emergency stop cord on one of the treadmills does not seem to work. You test it and the belt does not stop. The gym is busy, six other treadmills are working, and the maintenance contractor is not on site. Your duty manager is in the building and reachable on the radio. There is no out-of-order signage kept on the gym floor. Which response below would be most effective, and which would be least effective?

   1. Note the fault in the maintenance logbook so it is picked up at the contractor's next scheduled visit, and mention it to your duty manager at the end of your shift.
   2. Ring the maintenance contractor yourself to ask how soon someone can attend and what should be done with the treadmill until then.
   3. Take the treadmill out of use immediately, make it obvious it must not be used, and radio your duty manager straight away so she can arrange the repair and proper signage.
   4. Leave the treadmill in use, since the belt can still be stopped with the console button and six other treadmills are available if a member would rather not use that one.
   Show the answer

   Most effective: C. Take the treadmill out of use immediately, make it obvious it must not be used, and radio your duty manager straight away so she can arrange the repair and proper signage.

   Least effective: D. Leave the treadmill in use, since the belt can still be stopped with the console button and six other treadmills are available if a member would rather not use that one.

   A: Delays the decision: the logbook is the right record and the wrong speed. It leaves a treadmill with no working emergency stop available to members for the rest of the day.

   B: Acts on assumptions without checking: the contractor's answer is useful and the decision about whether members may use a machine with no emergency stop belongs to your duty manager, who is in the building now.

   D: Stays silent about a known safety risk: you have confirmed the emergency stop does not work and leave the machine open to members anyway, with nobody told. That is a safety failure, not a judgement about priorities.

   The most effective response is to take the treadmill out of use immediately and radio your duty manager: an emergency stop that does not work on a moving belt is a safety fault, so the machine comes out of use first, and she is in the building and is the person who can arrange both signage and the contractor. It beats noting the fault in the maintenance logbook for the contractor’s next scheduled visit, because that records it for a future visit while members carry on using the machine today. It beats ringing the maintenance contractor yourself, because they can say when they will come but cannot decide whether the gym may keep a machine with no emergency stop in service; that is the duty manager’s call and she is thirty seconds away on the radio. The least effective response is leaving the treadmill in use because the belt can still be stopped with the console button: it is the only response that leaves a confirmed safety fault in service and tells nobody, on the reasoning that members have alternatives. That is worse than the other two, which are too slow but do report it. The principle: make a safety fault safe first, then tell the person on site who can decide what happens next.

6. Question 6 of 10

   You are a night manager at a hotel, alone on reception from 11pm. A burst pipe has flooded two rooms, the guests from them need moving, the hotel is nearly full and a coach party is arriving at midnight. You have been on shift since 3pm and are struggling to keep track. The duty manager is on call at home and the maintenance contractor has a 24-hour line. Which response below would be most effective, and which would be least effective?

   1. Put the two guests in the residents' lounge for the night and say nothing to the duty manager, since waking her at midnight over a plumbing problem would not reflect well on your handling of the shift.
   2. Move the two guests into the last available rooms and deal with the coach party when it arrives, calling the duty manager in the morning once the night has settled down.
   3. Ring the maintenance contractor to stop the leak and get the rooms usable again, and manage the guest moves and the coach arrival yourself as best you can.
   4. Ring the duty manager now to say two rooms are flooded with a coach party due at midnight, call the contractor about the pipe, and move the two guests while you wait.
   Show the answer

   Most effective: D. Ring the duty manager now to say two rooms are flooded with a coach party due at midnight, call the contractor about the pipe, and move the two guests while you wait.

   Least effective: A. Put the two guests in the residents' lounge for the night and say nothing to the duty manager, since waking her at midnight over a plumbing problem would not reflect well on your handling of the shift.

   A: Hides the strain until failure: two paying guests spend the night in a lounge and the person on call, whose role exists for exactly this, is not called because of how it might look. That is concealment at the guests' expense.

   B: Spends the last rooms without checking: it uses the last rooms before the coach party arrives without checking what they are booked for, and the person who could authorise alternatives is asleep and not asked.

   C: Passes the wrong problem first: the pipe matters and the contractor cannot create rooms before midnight. The room shortage against a coach party is the decision that needs the duty manager, and it is the one not raised.

   The most effective response is to ring the duty manager now to say two rooms are flooded with a coach party due at midnight, call the contractor about the pipe, and move the two guests while you wait: there are three separate problems and only she can authorise what happens if there are not enough rooms. She is on call for this, the contractor handles the pipe, and moving the guests is what you can do meanwhile. It beats ringing the maintenance contractor and managing the guest moves and the arrival yourself, because he cannot produce rooms before midnight, so calling only him leaves the actual decision unmade. It beats moving the guests into the last available rooms and calling her in the morning, because using those rooms without checking the coach party’s booking may create a worse shortage an hour later, with her still unaware. The least effective response is putting the two guests in the residents’ lounge for the night and saying nothing: it leaves paying guests in a lounge rather than call the person whose job is to be called, because of how the call might look. That is worse than the other two, which act partially but keep the guests in rooms. The principle: when several things fail at once, call the person who is on call for it, start what you can do yourself, and never let appearances decide whether to ask for help.

7. Question 7 of 10

   You are an assistant coach at a swimming club. Swimmers must record their qualifying times at officially timed sessions to enter a regional gala. A swimmer misses the qualifying time by half a second at the last session. Her parent asks you to write down the faster time she achieved in training last week, saying she is plainly capable of it and one entry form will not matter. The head coach is at the poolside. Which response below would be most effective, and which would be least effective?

   1. Tell the parent that the time cannot be changed and that she should raise it with the head coach if she wants to challenge how qualifying works.
   2. Tell the parent you can only record officially timed results, and ask the head coach whether there is another qualifying session before the gala entry closes.
   3. Record the official time but add a note to the entry that she swam faster in training, so the organisers can take that into account when they consider the entry.
   4. Write the training time on the entry form, since the swimmer has genuinely swum it and the qualifying session was only half a second out.
   Show the answer

   Most effective: B. Tell the parent you can only record officially timed results, and ask the head coach whether there is another qualifying session before the gala entry closes.

   Least effective: D. Write the training time on the entry form, since the swimmer has genuinely swum it and the qualifying session was only half a second out.

   A: Passes responsibility to others: the refusal is right and it leaves the swimmer's real question, whether another qualifying session exists, unasked, when the head coach is standing at the poolside.

   C: Acts on assumptions without checking: the entry rules ask for an officially timed result, and appending an unofficial one invites the organisers to weigh something the rules exclude, which is the same request in a politer form.

   D: Falsifies a competition record: an official qualifying time is a statement that a swim happened under timed conditions, and entering a training time is a false declaration that displaces another club's swimmer. That is dishonesty, not a technicality.

   The most effective response is to tell the parent you can only record officially timed results, and ask the head coach whether there is another qualifying session before entries close: only official results can go on the form, and the swimmer’s actual problem may still be solvable if another session falls in time. Refusing clearly and asking addresses both. It beats telling her the time cannot be changed and that she should raise it with the head coach herself, because that gives the same refusal and then leaves her to pursue the useful question alone, when the person who can answer it is at the poolside. It beats recording the official time with a note that she swam faster in training, because attaching that invites the organisers to consider something the rules exclude, which is the original request with a note on it. The least effective response is writing the training time on the entry form: it puts a time on an official entry that was never officially swum, which is a false declaration and takes a place from another swimmer. That is worse than the other two, which keep the entry honest. The principle: refuse to record what did not officially happen, and put the swimmer’s real problem to whoever can solve it.

8. Question 8 of 10

   You work on the returns desk of a clothing store. A customer wants to return a coat bought three weeks ago. The receipt shows it was bought in the sale, and sale items can be exchanged but not refunded, which is printed on the receipt. She says nobody told her at the till, she no longer wants the coat, and she is moving abroad next week, so an exchange or a credit note would be no use to her. She is polite but firm. Your duty manager is on the shop floor and can authorise exceptions. Which response below would be most effective, and which would be least effective?

   1. Tell her the policy is printed on the receipt so there is nothing that can be done, and suggest she is more careful about checking the terms in future.
   2. Explain the sale policy and the exchange option, and ask the duty manager whether a refund can be authorised in this case since the customer was not told at the till.
   3. Explain that sale items cannot be refunded, point to where it is printed on the receipt, and offer her an exchange or a credit note instead.
   4. Process the refund anyway, since she says she was not told at the till and arguing over one coat is not worth losing a customer.
   Show the answer

   Most effective: B. Explain the sale policy and the exchange option, and ask the duty manager whether a refund can be authorised in this case since the customer was not told at the till.

   Least effective: A. Tell her the policy is printed on the receipt so there is nothing that can be done, and suggest she is more careful about checking the terms in future.

   A: Ignores the customer's actual need: it closes the matter with a correction of the customer's behaviour, when an exception route exists a few steps away. Adding a lecture to a refusal is a different order of poor service.

   C: Stops at the policy: the policy is correctly stated and stops there, when a duty manager who can authorise an exception is on the shop floor and has not been asked.

   D: Breaches confidentiality or process: the exception exists and belongs to the duty manager. Granting it yourself gets a defensible outcome by removing the control that governs it.

   The most effective response is to explain the sale policy and the exchange option, then ask the duty manager whether a refund can be authorised since she was not told at the till: the policy is what it is, but the store has someone on the floor who can authorise exceptions and a reason to consider one. Stating both the policy and the route is the complete answer. It beats explaining that sale items cannot be refunded and offering an exchange or credit note, because that applies the policy and stops, leaving an available remedy unasked for. It beats processing the refund anyway to avoid losing a customer, because a refund outside policy is the duty manager’s decision, and taking it yourself removes the control rather than using it. The least effective response is telling her the terms are printed on the receipt and that she should check them more carefully in future: it refuses, and adds advice, when an exception route exists a few steps away. That is worse than the exchange, which at least offers something, and worse than the unauthorised refund, which at least resolves it. The principle: state the policy, then use the escalation route the business provides rather than either stopping at the rule or going round it.

9. Question 9 of 10

   You are a scheduler for a solar panel installer. A customer’s installation is booked for Monday and he has arranged scaffolding at his own cost for that day. On Friday you learn the inverter for his system is out of stock for two weeks. The panels themselves could be fitted on Monday, with the inverter added later, but that would need the scaffolding twice. He is contactable. Your installations manager is available. Which response below would be most effective, and which would be least effective?

   1. Ring the customer today, explain the inverter delay and that fitting the panels on Monday would mean paying for scaffolding twice, and let him choose what to do.
   2. Postpone the whole installation until the inverter arrives, and tell the customer so he can cancel his scaffolding before Monday.
   3. Leave Monday's booking in place and say nothing, since the panels can go up as planned and the inverter question can be dealt with once the installation has started.
   4. Send the team on Monday to fit the panels as planned, and tell the customer on the day that the inverter will follow in two weeks.
   Show the answer

   Most effective: A. Ring the customer today, explain the inverter delay and that fitting the panels on Monday would mean paying for scaffolding twice, and let him choose what to do.

   Least effective: C. Leave Monday's booking in place and say nothing, since the panels can go up as planned and the inverter question can be dealt with once the installation has started.

   B: Substitutes own judgement for the stakeholder's: the scaffolding is his cost and his arrangement, so whether to use Monday's booking for the panels alone is his call, not a scheduling decision to be announced.

   C: Hides the problem: he is paying for scaffolding on the strength of a complete installation, and the plan is to let him find out mid-job. Withholding a known two-week gap from someone spending his own money is concealment.

   D: Commits the customer to a second cost: it commits him to a second scaffolding hire without asking, and he learns of the two-week gap only once the team is on his roof.

   The most effective response is to ring the customer today, explain the inverter delay and that fitting on Monday would mean paying for scaffolding twice, and let him choose: the scaffolding is his cost, the choice between one visit later and two visits with double hire is financial and belongs to him, and Friday leaves him time to cancel or keep the booking. Giving him the facts and both options is the whole job. It beats postponing the whole installation until the inverter arrives, because cancelling on his behalf decides how his own money is spent without asking. It beats sending the team on Monday and telling him on the day that the inverter follows in two weeks, because that commits him to a second hire and tells him afterwards. The least effective response is leaving Monday’s booking in place and saying nothing: it lets him pay for scaffolding believing the system will be complete, and plans to explain mid-installation. That is worse than the other two, which decide for him but at least tell him. The principle: when the trade-off costs the customer money, put the facts and the options to them while they can still change the arrangements.

10. Question 10 of 10

    You are a receptionist at a dental practice. Part of your job is logging each patient’s arrival time, which the practice uses to report waiting times to the health board. A patient arrives forty minutes late for a check-up and is seen straight away. Your colleague on the desk, who joined the practice last month, says the waiting figures are already poor and suggests offhand that you log the arrival as on-time, since the patient was not kept waiting. She has never suggested anything like it before. Which response below would be most effective, and which would be least effective?

    1. Log the correct arrival time and tell the practice manager that your colleague asked you to record it falsely so that she can deal with it as she sees fit.
    2. Log the arrival as on-time as your colleague suggests, since the patient was seen immediately and an accurate entry would make the practice's figures look worse than the service it actually gave.
    3. Leave the arrival time blank rather than enter either figure, so that the record is not falsified and the practice's monthly waiting figures are not dragged down by one late patient.
    4. Log the actual arrival time, and tell your colleague you are not willing to record something you know is untrue, whatever it does to this month's figures.
    Show the answer

    Most effective: D. Log the actual arrival time, and tell your colleague you are not willing to record something you know is untrue, whatever it does to this month's figures.

    Least effective: B. Log the arrival as on-time as your colleague suggests, since the patient was seen immediately and an accurate entry would make the practice's figures look worse than the service it actually gave.

    A: Escalates prematurely: the entry is right and the point is made by making it. Turning a colleague's bad suggestion into a report before telling her what you think skips the conversation that would probably settle it.

    B: Falsifies a business record: the log is the practice's evidence to the health board, and entering a time you know is wrong is a deliberate misstatement. That is dishonesty, not a judgement call about presentation.

    C: Hides the problem: a blank is a quieter way of removing an inconvenient fact. The health board's figures still end up wrong, and nobody can see that a decision was taken.

    The most effective response is to log the actual arrival time and tell your colleague you are not willing to record something untrue: the log is a record the health board relies on, so it gets the true time, and saying so plainly settles the matter where it arose. It beats logging it correctly and telling the practice manager your colleague asked you to falsify it, because the record is already correct and the disagreement is one sentence away from being resolved; going straight to the manager makes a formal matter of something a direct answer handles. It beats leaving the arrival time blank, because an empty field achieves the same distortion your colleague asked for, only without leaving fingerprints, so the figures are still wrong and nobody can tell why. The least effective response is recording the arrival as on-time because the patient was seen immediately: it is the only response that puts a figure you know to be false into a record the practice reports externally, and the reasoning offered for it, that the service was fine, is exactly the reasoning that makes small falsifications easy. That is worse than the blank field, which at least refuses to write the lie, and worse than going to the manager, which is clumsy rather than dishonest. The principle: record what happened, and say plainly that you will not record what did not.