Rio Tinto Assessment Tests

Rio Tinto Online Situational Judgement Test

1. Question 1 of 10

   You are front of house staff at a theatre. Tonight’s performance starts in twenty minutes and the audience is arriving. Your colleague Sam, who is on the bar alone, is struggling with a long queue while you have finished checking tickets at your door and the foyer has cleared. The duty manager is dealing with a seating problem in the auditorium. Sam has not asked for help. Which response below would be most effective, and which would be least effective?

   1. Radio the duty manager to say the bar is struggling and ask whether someone can be moved across before the performance starts.
   2. Ask Sam whether he wants a hand, and return to your door if he says he is managing, since he knows the bar stock and may find a second person in the way.
   3. Go over to the bar, tell Sam you are free now your door has cleared, and serve alongside him until the interval bell.
   4. Stay at your door in case any latecomers arrive, since ticket checking is what you were assigned to and the bar is Sam's responsibility tonight.
   Show the answer

   Most effective: C. Go over to the bar, tell Sam you are free now your door has cleared, and serve alongside him until the interval bell.

   Least effective: D. Stay at your door in case any latecomers arrive, since ticket checking is what you were assigned to and the bar is Sam's responsibility tonight.

   A: Escalates prematurely: the duty manager is dealing with seating and you are standing free twenty feet from the bar. Asking her to solve something you can solve yourself adds a step and costs minutes.

   B: Substitutes own judgement for the stakeholder's: a colleague halfway through a queue with twenty minutes to curtain will usually say he is managing, so the question is polite and predictably leaves him alone.

   D: Avoids the difficult conversation with yourself: it treats an assignment as a boundary while a colleague visibly sinks and paying customers give up on the bar. Standing idle beside a known problem is the failure here.

   The most effective response is to go over to the bar, tell Sam you are free now your door has cleared, and serve alongside him until the interval bell: your door has cleared, the bar has not, and there are twenty minutes before curtain in which a second server makes the difference. Saying you are free removes any need for him to ask. It beats asking him whether he wants a hand and returning to your door if he says he is managing, because putting that question to a colleague mid-queue invites the polite refusal, and the queue is still there afterwards. It beats radioing the duty manager to ask whether someone can be moved across, because she is occupied with seating and you are the resource she would send anyway. The least effective response is staying at your door in case latecomers arrive: it leaves a colleague struggling and customers unserved in order to stand at a door that has nobody at it, the one response where the problem is seen and nothing is done. That is worse than radioing the manager, which acts through someone else, and worse than offering, which at least asks. The principle: when your own task is finished and a colleague is visibly swamped, go and help rather than asking whether help is wanted.

2. Question 2 of 10

   You are a travel consultant at a high street travel agency. A couple booked a package holiday with you last week. This morning the tour operator emails to say their hotel has been changed to a different one two miles from the beach, not the beachfront hotel they chose. They fly in three weeks. The couple specifically asked for a beachfront hotel when they booked. Your branch manager is in this afternoon. Which response below would be most effective, and which would be least effective?

   1. Email the couple explaining that the operator has made a change to their accommodation and that you will send the new hotel details once you have checked what alternatives might be available.
   2. Ring the tour operator and push for the couple to be reinstated at the beachfront hotel before you contact them, so that you can present the problem and its solution together.
   3. Ring the couple today, explain that the operator has moved them to a hotel two miles from the beach, and set out what their options are before deciding what to ask the operator for.
   4. Say nothing for now, since the operator may yet move them back, and tell them at the airport briefing if the hotel has not changed back by the time they travel.
   Show the answer

   Most effective: C. Ring the couple today, explain that the operator has moved them to a hotel two miles from the beach, and set out what their options are before deciding what to ask the operator for.

   Least effective: D. Say nothing for now, since the operator may yet move them back, and tell them at the airport briefing if the hotel has not changed back by the time they travel.

   A: Delays the message: it tells them a change has happened while withholding the part that matters to them, that the new hotel is not on the beach they specifically asked for.

   B: Delays the decision: the instinct is decent and the clock is theirs, not yours. They have three weeks to decide whether to accept, change or cancel, and every day you spend negotiating is a day taken off that.

   D: Hides the problem / silent deadline slip: they discover at the airport that the one thing they specified is gone, with no time to decide anything. Waiting on a change that may not come is concealment, not patience.

   The most effective response is to ring the couple today, explain that the operator has moved them to a hotel two miles from the beach, and set out their options: they chose a beachfront hotel deliberately, the change removes exactly that, and with three weeks to travel they still have real choices. Telling them today, in full, is what makes those choices available. It beats emailing that the operator has made a change to their accommodation, because a vague notice withholds the single fact they care about and forces them to ask. It beats pushing the operator to reinstate the beachfront hotel before you contact them, because negotiating first, however well meant, spends their decision-making time on a position they have not been consulted about. The least effective response is saying nothing and telling them at the airport briefing: it is the only response where they learn when nothing can be changed, and it gambles their holiday on the operator reversing a decision it has already made. That is worse than the other two, which communicate late or partially but do not let them travel in ignorance. The principle: when a booking changes in the specific way a customer cared about, tell them at once and let them choose what to do about it.

3. Question 3 of 10

   You work in a picture framing shop. A customer brought in a print for framing, promised for Saturday, for a birthday on Sunday. On Thursday you discover the moulding she chose is discontinued and none is left. A very similar moulding is in stock and could be ready for Saturday. She is contactable by phone. Your shop owner is in this afternoon. Which response below would be most effective, and which would be least effective?

   1. Say nothing and carry on looking for the original moulding, and tell her on Saturday if none has turned up by then.
   2. Ring her today, explain the moulding is discontinued, describe the similar one that could still be ready for Saturday, and ask which she would prefer.
   3. Frame the print in the similar moulding so it is ready for Saturday, and explain the substitution when she comes in to collect it.
   4. Ring her to say there is a problem with the moulding she chose and that you will call back once you have looked into what else is available.
   Show the answer

   Most effective: B. Ring her today, explain the moulding is discontinued, describe the similar one that could still be ready for Saturday, and ask which she would prefer.

   Least effective: A. Say nothing and carry on looking for the original moulding, and tell her on Saturday if none has turned up by then.

   A: Hides the problem / silent deadline slip: she needs the frame for a birthday on Sunday, and being told on Saturday that it does not exist leaves her no time at all. Searching quietly is not a reason for silence.

   C: Substitutes own judgement for the stakeholder's: she chose that moulding deliberately, and framing it in another and explaining at collection presents her with a decision already taken and a frame already cut.

   D: Delays the decision: you already know the moulding is discontinued and that a close alternative could meet Saturday, so calling without those facts leaves her unable to decide and shortens her time.

   The most effective response is to ring her today, explain the moulding is discontinued, describe the similar one that could still be ready for Saturday, and ask which she would prefer: she chose that moulding herself, the substitution changes what she ordered, and on Thursday she still has time to pick the alternative or take the print elsewhere. Giving her the facts and the option is what preserves the choice. It beats framing the print in the similar moulding and explaining the substitution at collection, because that takes the decision out of her hands. It beats ringing to say there is a problem and that you will call back once you know what else is available, because you already hold everything she needs to decide. The least effective response is carrying on looking for the original and telling her on Saturday if none turns up: it leaves her expecting a frame for a Sunday birthday and tells her only when nothing can be done. That is worse than the substitution, which at least delivers a frame, and worse than the holding call, which at least makes contact. The principle: when what someone ordered is no longer possible, tell them at once, tell them what is possible instead, and let them choose.

4. Question 4 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.

5. Question 5 of 10

   You are a finance assistant at a charity. Reconciling the restricted funds you notice that a grant given specifically for a youth project appears to have been spent on general running costs over several months. You are new and may be misreading the fund codes. The trustees meet in a fortnight and the grant’s annual report to the funder is due next month. Your finance manager is in the office. Which response below would be most effective, and which would be least effective?

   1. Take your workings to the finance manager this week, explain what the codes appear to show and that you may have misread them, and ask her to check before the trustees meet.
   2. Spend the next fortnight tracing every transaction yourself so that you can present a complete and certain picture rather than a half- formed concern.
   3. Leave it, since you are new, the fund codes are complicated and the finance manager and the auditors will have reviewed the restricted funds already.
   4. Raise it directly with the trustees at their meeting in a fortnight, since restricted funds are their responsibility and the finance manager may have been involved in the spending.
   Show the answer

   Most effective: A. Take your workings to the finance manager this week, explain what the codes appear to show and that you may have misread them, and ask her to check before the trustees meet.

   Least effective: C. Leave it, since you are new, the fund codes are complicated and the finance manager and the auditors will have reviewed the restricted funds already.

   B: Delays the decision: certainty is worth having and a fortnight of solo work takes you past the trustees' meeting, when the finance manager could confirm or dismiss it in an hour.

   C: Fails to escalate a genuine risk: a restricted grant may have been misapplied with a report to the funder due next month, and the reason for silence is an assumption that others have checked, which is what your own reconciliation calls into question.

   D: Escalates prematurely: you are new, you may have misread the fund codes, and going to the trustees first implies wrongdoing by the finance manager on the strength of a reading nobody has checked.

   The most effective response is to take your workings to the finance manager this week, explain what the codes appear to show and that you may have misread them, and ask her to check before the trustees meet: you may be right or you may have misread, and she can establish which in an hour, well before the meeting and the funder’s report. Saying plainly that you may be wrong is honest and costs nothing. It beats spending the next fortnight tracing every transaction yourself, because reaching certainty that way takes you past the meeting where it would have mattered. It beats raising it directly with the trustees at their meeting, because going there first, as a new member of staff working from an unchecked reading, implies misconduct by your manager before anyone has confirmed there is even an error. The least effective response is leaving it because the fund codes are complicated and others will have reviewed them: it leaves a possible misuse of restricted funds unexamined with a report to the funder due next month. That is worse than the other two, which act too slowly or in the wrong order but do act. The principle: take an unconfirmed but serious finding to the person who can confirm it, promptly, and be honest that you may have it wrong.

6. Question 6 of 10

   You are a project coordinator at a translation agency. You and your colleague Owen allocate work to freelance translators. He has twice reallocated jobs you had already assigned, without telling you, and a freelancer has complained about being stood down at short notice. You share the allocation spreadsheet. Owen is experienced and well regarded. A large batch is due for allocation on Monday. Which response below would be most effective, and which would be least effective?

   1. Lock the allocation spreadsheet so that only you can change assignments once they are made, and tell Owen the new arrangement when he next needs to reallocate.
   2. Speak to Owen before Monday, tell him what the reallocations cost the freelancer, and agree between you how changes to an existing allocation will be handled in future.
   3. Raise it with your manager, explaining that Owen has twice overridden your allocations and that a freelancer has now complained about it.
   4. Say nothing and check the spreadsheet each morning so that you can spot any reallocations and warn the affected freelancers yourself before they are stood down.
   Show the answer

   Most effective: B. Speak to Owen before Monday, tell him what the reallocations cost the freelancer, and agree between you how changes to an existing allocation will be handled in future.

   Least effective: D. Say nothing and check the spreadsheet each morning so that you can spot any reallocations and warn the affected freelancers yourself before they are stood down.

   A: Personalises the conflict: it settles the disagreement by taking control of a shared tool rather than talking, and Owen finds out through a locked file that he is no longer trusted with it.

   C: Escalates prematurely: Owen has not been told there is a problem, so the first he hears of it comes from a manager, over something a conversation before Monday could settle.

   D: Avoids the difficult conversation: it accepts that freelancers will keep being stood down and adds a daily workaround to soften it. Owen never learns anything is wrong, so the practice continues indefinitely.

   The most effective response is to speak to Owen before Monday, tell him what the reallocations cost the freelancer, and agree how changes to an existing allocation will be handled: this is a working practice between two colleagues, there is a large allocation on Monday that will otherwise repeat it, and he has never been told the reallocations cause a problem downstream. One conversation settles both the grievance and the rule. It beats raising it with your manager and explaining that he has twice overridden your allocations, because involving a manager before Owen knows there is an issue turns a fixable habit into a complaint against an experienced colleague. It beats locking the spreadsheet so only you can change assignments, because that communicates distrust without ever saying what is wrong, and invites a worse argument. The least effective response is checking the spreadsheet each morning so you can warn the affected freelancers yourself: it leaves the behaviour untouched and builds a daily monitoring routine around it, so freelancers keep being stood down and the only change is that you spend longer managing the consequences. That is worse than the other two, which address it clumsily but do address it. The principle: raise a working-practice problem with the colleague causing it, before the next occasion that would repeat it.

7. Question 7 of 10

   You are a commis chef working the dessert section of a busy restaurant on a Saturday night. A faulty oven has put you twenty minutes behind, six tables are waiting on desserts, and new orders keep arriving. The head chef, reorganising the kitchen around the delay, asks where your section stands and offers to move a colleague across from the quieter starters section to help you. Which response below would be most effective, and which would be least effective?

   1. Tell the head chef the backlog will be cleared in ten minutes without extra help, so the starters section stays intact and her re-plan of the kitchen stays simple.
   2. Start components for all six tables' desserts at once so every order shows progress, and send each dessert out as soon as it looks close enough to finished, plating whichever is quickest first.
   3. Give the head chef the honest position, table by table, with realistic times for each, and accept the extra pair of hands, setting the colleague to specific tasks while you work through the backlog in order.
   4. Reply that your section is recovering and decline the help for now, pushing on alone at full speed and raising it again only if the backlog is still there in twenty minutes.
   Show the answer

   Most effective: C. Give the head chef the honest position, table by table, with realistic times for each, and accept the extra pair of hands, setting the colleague to specific tasks while you work through the backlog in order.

   Least effective: B. Start components for all six tables' desserts at once so every order shows progress, and send each dessert out as soon as it looks close enough to finished, plating whichever is quickest first.

   A: Over-promises: the last twenty minutes give no reason to believe ten minutes is achievable alone, so this trades a moment of reassurance now for a second, larger failure later, and the head chef re-plans the kitchen around a number that was never real.

   B: Splits effort so nothing finishes: working six orders at once in a panic means no dessert gets completed properly, and "close enough to finished" sends substandard plates to paying customers, converting a twenty-minute delay into bad food on every waiting table, which cannot be taken back.

   D: Hides the strain until failure: "recovering" understates a growing backlog and turns down the one resource that would actually shorten it, so the head chef re-plans on soft information and the true position only surfaces once tables have waited another twenty minutes.

   The most effective response is to give the head chef the honest position table by table and accept the extra pair of hands: she is re-planning the whole kitchen around your delay, so she needs the true picture in usable detail, and directing the offered help is the fastest legitimate way to shorten the backlog. It beats telling her the backlog will clear in ten minutes without help, because the last twenty minutes give no reason to believe that promise; when the ten minutes pass, the kitchen must re-plan again, later and with less room. It beats declining the help and pushing on alone at full speed, because that keeps the strain private and refuses the one resource that would shorten the delay, so her re-plan runs on soft information and the failure surfaces only when tables have waited even longer. The least effective response is starting all six tables’ desserts at once and sending each one out as soon as it looks close enough: unlike the optimistic promise, which at least intends to send out finished desserts, and unlike pushing on alone, which at least keeps quality while gambling on time, it abandons both order and standard, so six part- finished desserts reach paying customers, an outcome that cannot be recalled or re-planned around. The principle: under pressure, composure means honest triage. State the real position, take the help on offer, and protect the standard of what goes out.

8. Question 8 of 10

   You work in a hospital pharmacy stores team. Your colleague Amir is checking a large delivery against the order alone, a job normally done by two people so that quantities are double checked. He is halfway through and the fridge lines still need putting away within the hour. You have finished your own tasks. The stores supervisor is at a meeting until midday. Which response below would be most effective, and which would be least effective?

   1. Carry on with your own area and leave Amir to finish, since he started the check and interrupting halfway through might cause him to lose his place.
   2. Put the fridge lines away yourself while Amir finishes the check, so that the cold chain is protected and he is not interrupted.
   3. Tell Amir you are free and join him on the check so it is properly double checked, then put the fridge lines away together.
   4. Ring the stores supervisor out of her meeting to ask whether the delivery check should be paused until two people are available.
   Show the answer

   Most effective: C. Tell Amir you are free and join him on the check so it is properly double checked, then put the fridge lines away together.

   Least effective: A. Carry on with your own area and leave Amir to finish, since he started the check and interrupting halfway through might cause him to lose his place.

   A: Lets a two-person control run with one: a double-check that exists to catch quantity errors in medicines is being done by one person, and the reason for not helping is a worry about interrupting. Standing by a known control failure is the failure here.

   B: Splits the wrong task: it protects the fridge lines and leaves the single-person check running, so the control designed to catch quantity errors stays broken for the rest of the delivery.

   D: Escalates prematurely: you are the second person, you are free, and the answer she would give is obvious. Interrupting a meeting to be told to do what you can already do costs time the fridge lines do not have.

   The most effective response is to tell Amir you are free and join him on the check so it is properly double checked, then put the fridge lines away together: the check is a two-person control precisely because one person miscounts, you are free, and joining him restores the control for the rest of the delivery and still gets the fridge lines away in time. It beats putting the fridge lines away yourself while he finishes the check, because that protects the cold chain and leaves the quantity check still being done by one person, which is the more serious gap. It beats ringing the stores supervisor out of her meeting to ask whether the check should be paused, because you are the second person she would send, so the call only delays it. The least effective response is carrying on with your own area and leaving him to finish alone: it lets a medicines quantity check run without its double-check, and the reason offered is a concern about interrupting him. That is worse than the other two, which act on part of the problem. The principle: when a two-person control is running with one person and you are free, become the second person.

9. Question 9 of 10

   You are a duty operations assistant at a ferry terminal. At 7am three things need you. A vehicle has broken down on the loading ramp and the 8am sailing cannot load past it. A passenger with a wheelchair booking has arrived and needs assistance arranged. And head office wants yesterday’s loading figures by 9am. Recovery for the ramp takes about thirty minutes to arrange and attend. The assistance booking takes five minutes to arrange. Which response below would be most effective, and which would be least effective?

   1. Arrange the recovery for the ramp first since the whole sailing depends on it, then sort out the passenger assistance and send the figures.
   2. Deal with the passenger's assistance and the loading figures first, since both are quick, then arrange the recovery for the blocked ramp.
   3. Arrange the recovery and the figures, and tell the passenger that assistance cannot be guaranteed this morning because of the disruption on the ramp.
   4. Call the recovery for the ramp and arrange the passenger's assistance in the five minutes while it is on its way, then do the figures before 9am.
   Show the answer

   Most effective: D. Call the recovery for the ramp and arrange the passenger's assistance in the five minutes while it is on its way, then do the figures before 9am.

   Least effective: C. Arrange the recovery and the figures, and tell the passenger that assistance cannot be guaranteed this morning because of the disruption on the ramp.

   A: Delays the decision on the smallest task: the recovery does need starting first, but the assistance booking takes five minutes and the passenger is standing waiting for a sailing she may otherwise miss. Sequencing by size of problem leaves her unattended.

   B: Substitutes own judgement for the stakeholder's: the figures are due at 9am and affect nobody's morning, while a blocked ramp stops an 8am sailing. Doing the quick jobs first spends the recovery's lead time.

   C: Ignores the passenger's actual need: booked assistance is what allows her to travel at all, and it takes five minutes. Withdrawing it because the terminal is busy leaves her unable to board a sailing she has booked.

   The most effective response is to call the recovery for the ramp and arrange the passenger’s assistance in the five minutes while it is on its way, then do the figures before 9am: recovery has the longest lead time so the call goes first, and the waiting time is exactly enough to arrange the assistance she has booked. The figures can follow. It beats arranging the recovery first and then sorting the assistance, because recovery is a phone call followed by waiting, and she should not stand unattended through it. It beats dealing with the assistance and the loading figures first as the quick jobs, because that delays the one task whose lead time blocks an entire sailing. The least effective response is telling the passenger assistance cannot be guaranteed this morning because of the disruption: it withdraws booked assistance from someone who depends on it, so she may be unable to travel at all, to manage a problem that takes five minutes to accommodate. That is worse than the other two, which sequence imperfectly but serve everybody. The principle: start the longest lead time first, then use the waiting time for the short tasks rather than leaving people unattended.

10. Question 10 of 10

    You are a software tester. Two days before a release you find a defect that loses a customer’s unsaved form data in an uncommon but reproducible sequence. The developer who owns the area says it is an edge case and can wait for the next release in a month. The release manager decides what ships and is at her desk. The release notes are being finalised this afternoon. Which response below would be most effective, and which would be least effective?

    1. Log the defect with reproduction steps and take it to the release manager today, explaining what a customer loses and that the developer considers it an edge case.
    2. Raise the defect on the tracker with full reproduction steps and let the normal triage process pick it up in time for the release decision.
    3. Accept the developer's judgement that it is an edge case, since he owns the area, and add it to the backlog for the release in a month.
    4. Leave it out of the release discussion, since it is uncommon and raising it two days before a release would look like an attempt to hold up the developer's work.
    Show the answer

    Most effective: A. Log the defect with reproduction steps and take it to the release manager today, explaining what a customer loses and that the developer considers it an edge case.

    Least effective: D. Leave it out of the release discussion, since it is uncommon and raising it two days before a release would look like an attempt to hold up the developer's work.

    B: Delays the decision: the tracker is the right record and the release notes are finalised this afternoon. A ticket awaiting triage may not reach the release manager before the decision is made.

    C: Substitutes own judgement for the stakeholder's: whether a data- losing defect is acceptable to ship is the release manager's call, not the developer's and not yours. Deferring to ownership of the code settles the wrong question.

    D: Hides the problem: it withholds a known data-losing defect from the people deciding what ships, out of concern about how raising it would look. That is concealment, not a judgement about severity.

    The most effective response is to log the defect with reproduction steps and take it to the release manager today, explaining what a customer loses and that the developer considers it an edge case: losing a customer’s data is the kind of defect a release decision should be taken with knowledge of, she owns that decision, and the notes are finalised this afternoon. Presenting his view alongside yours is honest and lets her weigh both. It beats accepting the developer’s judgement that it is an edge case, because whether to ship a known data-losing defect is not his call; he owns the code, she owns the release. It beats raising it on the tracker and letting normal triage pick it up, because a ticket in the queue may not surface before this afternoon’s decision. The least effective response is leaving it out of the release discussion because raising it would look like holding up his work: it keeps a known defect away from the people deciding what ships, and the reason is how it would be perceived rather than anything about the defect. That is worse than the other two, which route it wrongly or slowly but keep it visible. The principle: get a known defect in front of whoever owns the decision, in time for the decision, and let them weigh it.