Five Objections
Five Objections
Five real scenarios, one each morning. Each stops at the moment of decision: object, or let it go? The next day you find out what happened, and what ethical competence would actually have looked like, plus a name for the excuse the room reached for when it decided not to listen. No theory, no pillars of trustworthy anything: just ethics, done under pressure, on a deadline.
- Day 1 Two weeks to launch, and the bias finding lands.
- Day 2 The postcode problem.
- Day 3 The pilot that never ended.
- Day 4 The human in the loop, approving four hundred an hour.
- Day 5 “The vendor says it’s fine.”
Organisations rarely say “we don’t care.” They reach for one of a handful of stock excuses instead, and once you can name them, you start hearing them everywhere.
A note on the five: each one is written as a false dilemma, on purpose, a clear right answer resisted by pressure, because that is the easiest place to practise saying no. Real dilemmas, where two legitimate goods are genuinely in tension and there is no clean right answer, are a different and harder skill. Knowing which one you are in is itself part of the job.
On the sixth day we ask one question: what was yours? You can ignore it. Most people don’t.
Great news! Day one is almost here.
Where do you actually stand?
Sixteen questions, six minutes. You rate yourself on each competence area, from “not yet” to “I could evidence this to an assessor”. We hand back a profile, your strongest ground, and the gaps worth closing first. Nothing is stored unless you ask us to send it.