Moral Compass

The content pin covers the full battery data, including the answer keys. The keys themselves are never published — scoring stays server-side. What is shown below is every item’s public content, exactly as candidates see it (per-item fields the server strips before serving are the keyed fields only).

Machine-readable (public fields)

[
 {
  "id": "mc-01",
  "vignette": "You shipped a change late Friday. Monday morning the checkout service is down and the incident channel is full of theories. Nothing in the logs names your change — but you have a strong, specific suspicion it is yours.",
  "options": [
   "Tell your manager and the on-call lead directly, right now, that your change is a suspect and exactly what you are checking.",
   "Post in the incident channel that your change is probably the cause and take full public responsibility before the investigation concludes.",
   "Investigate quietly on your own first, and tell your manager the moment you confirm it either way — no point paging people over a hunch.",
   "Say nothing unless asked — floating an unconfirmed suspicion just creates blame theater and slows the fix."
  ],
  "dims": {
   "honesty": 3
  }
 },
 {
  "id": "mc-02",
  "vignette": "The quarterly deck your boss will present to the board says \"conversion up 22%\". That figure compares this quarter against an unusually bad one; like-for-like, growth is 9%. Your boss has signed off and wants it sent today.",
  "options": [
   "Send it with a clearly labeled footnote showing the like-for-like 9% — the headline stands, but the board sees the real baseline.",
   "Refuse to send the deck until the 9% leads — even if it blows up the timeline and your relationship with your boss.",
   "Ask your boss to confirm they understand the baseline choice, then send whatever they decide.",
   "Send it as written. The 22% is technically defensible, framing is the boss’s call, and relitigating a signed-off deck is not your role."
  ],
  "dims": {
   "honesty": 3
  }
 },
 {
  "id": "mc-03",
  "vignette": "A former report you managed out for sustained poor performance asks you to be a reference for a role they are excited about. They were kind; they were also genuinely not good at the work.",
  "options": [
   "Decline to serve as a reference — or agree only to confirm dates and title. You will not put your name on something misleading, however kind they were.",
   "Write the glowing reference. They were kind, everyone deserves a second chance, and generosity costs you nothing.",
   "Write it but stick to verifiable facts — role, dates, projects — and let the thinness speak for itself rather than editorializing.",
   "Give the warm, generous reference. A reference is advocacy, not testimony; everyone inflates, and blunt candor here only punishes someone already down."
  ],
  "dims": {
   "honesty": 3
  }
 },
 {
  "id": "mc-04",
  "vignette": "A large client overpays an invoice by $2,400 through their own AP error. Your finance lead says \"their problem — these things net out over time.\" Nobody outside your company would ever know.",
  "options": [
   "Notify the client and return the overpayment — quietly, this week, no fanfare. It is their money.",
   "Call the client’s CFO yourself, today, to personally own the error — even though finance asked to handle it through their process, and even if it embarrasses them.",
   "Hold it as a credit on their account and mention it on your next scheduled call — they get it back either way.",
   "Let finance handle it through normal reconciliation. These things net out over time, and escalating it just creates noise for everyone."
  ],
  "dims": {
   "honesty": 3
  }
 },
 {
  "id": "mc-05",
  "vignette": "You sit on a hiring panel. A close friend refers a candidate who is solid but clearly weaker than two other finalists. Your friend texts you: \"would mean a lot.\"",
  "options": [
   "Disclose the friendship to the panel, then score strictly by the rubric alongside everyone else — your judgment stays in the room and the connection is on the record.",
   "Recuse yourself entirely and announce it as a matter of principle — even though it leaves the panel short an evaluator who knows the role best.",
   "Stay on the panel and score by the rubric, mentioning the friendship only if someone asks — no need to make it a bigger deal than it is.",
   "Stay on and let your knowledge of the candidate inform your scores — a referral from someone you trust is real signal, and the rubric has slack."
  ],
  "dims": {
   "fairness": 3
  }
 },
 {
  "id": "mc-06",
  "vignette": "You assign the quarter’s highest-visibility project. Your strongest performer — who also happens to be a personal friend — is the obvious pick, for the third quarter running.",
  "options": [
   "Give it to the strongest performer again, and publish the selection criteria so anyone can audit the choice.",
   "Rotate it to whoever is next in line — fairness means everyone gets a stretch role, regardless of readiness.",
   "Ask for volunteers and choose among them on merit — let the role go to whoever actually wants the stretch.",
   "Give it to your friend. You know they are the best pick, and formalizing it would just invite second-guessing."
  ],
  "dims": {
   "fairness": 3
  }
 },
 {
  "id": "mc-07",
  "vignette": "You are asked to spot-check expense reports. You find a $180 personal dinner on your manager’s report — and a $40 personal coffee on a junior analyst’s.",
  "options": [
   "Flag both through the same formal channel — same standard, same process, no private warnings for anyone.",
   "Flag both formally and recommend the same penalty for each — fairness means the $40 coffee and the $180 dinner are treated identically.",
   "Send both back for clarification without formally flagging either — give them a chance to correct it first.",
   "Have a quiet word with your manager about the $180, and formally flag the junior’s $40 — different ranks, different lessons."
  ],
  "dims": {
   "fairness": 3
  }
 },
 {
  "id": "mc-08",
  "vignette": "Leadership asks you to stack-rank your team ahead of possible cuts. One strong performer just returned from parental leave, so their last quarter’s output looks thin — because they were out.",
  "options": [
   "Rank on trajectory and peer-calibrated contribution, explicitly adjusting for the leave.",
   "Rank on raw recent output. It feels bad, but fairness means not cooking the numbers for anyone — the data is the data.",
   "Refuse to submit a ranking and push leadership to use a method that does not punish leave — you will not build a rigged list.",
   "Rank on raw output as asked — leadership owns the method; you noted the leave context verbally, which is all the process allows."
  ],
  "dims": {
   "fairness": 3
  }
 },
 {
  "id": "mc-09",
  "vignette": "Your manager asks you point-blank: \"Is Priya cutting it?\" Priya, your teammate, is drowning — partly workload, partly a skill gap — and has begged you not to say anything while she tries to catch up.",
  "options": [
   "Give an honest read of the gap — and advocate for a real support plan with time, instead of letting a surprise PIP decide it.",
   "Say she is fine and cover for her — loyalty means protecting your people, no matter what management thinks.",
   "Give a vague \"she has had a tough quarter\" and quietly mentor her yourself — help without making it official.",
   "Give the honest read and leave it there — what happens next is between Priya and management, not something you can control."
  ],
  "dims": {
   "loyalty": 3
  }
 },
 {
  "id": "mc-10",
  "vignette": "Your best report confides they are interviewing elsewhere and begs you to tell no one. The next day your director asks why their output has dipped lately.",
  "options": [
   "Keep the confidence — tell the director the dip is being handled in 1:1s — and give your report a clear deadline to decide.",
   "Keep the confidence absolutely — say nothing to anyone, indefinitely. A promise is a promise, no matter the cost to the team.",
   "Urge your report to tell the director themselves, and say nothing in the meantime — it is their news to share.",
   "Tell the director. They need to plan for the departure, and your first duty is to the team that stays — not to one person’s secret."
  ],
  "dims": {
   "loyalty": 3
  }
 },
 {
  "id": "mc-11",
  "vignette": "Your team’s launch flopped publicly. In the exec review the VP asks: \"Whose call was that risky architecture?\" It was the team’s call — you signed off as lead — but the junior engineer who proposed it is sitting in the room.",
  "options": [
   "Own it as the lead: \"I signed off on it — here is what we are changing.\" Accurate, and the junior is not hung out to dry.",
   "Fall on your sword publicly — insist the junior had nothing to do with it and demand all blame come to you.",
   "Name the junior engineer but frame it generously: \"Maya proposed it, I approved it, we learned.\"",
   "Report the facts plainly — who proposed, who approved — and let the VP judge. Your job is accuracy, not protection."
  ],
  "dims": {
   "loyalty": 3
  }
 },
 {
  "id": "mc-12",
  "vignette": "A colleague used the proper channel to report a safety issue. It got fixed — and now the team calls him a snitch and freezes him out of lunches and side channels. You are invited to a team dinner he is excluded from.",
  "options": [
   "Go, and ask plainly why he is not invited — or bring him. The shunning is the problem, and silence is a vote for it.",
   "Post in the team channel praising his courage for reporting — so everyone sees you stand with him.",
   "Skip the dinner quietly, without making it a thing — absence is a statement that does not start a fight.",
   "Go and enjoy it. You did not create the freeze-out, team cohesion matters, and one dinner will not fix the culture."
  ],
  "dims": {
   "loyalty": 3
  }
 },
 {
  "id": "mc-13",
  "vignette": "At a deal-closing dinner, the client makes a joke at your junior colleague’s expense that lands as demeaning. Everyone laughs. The signature is tomorrow.",
  "options": [
   "Push back lightly but clearly in the moment — \"let’s not do that\" — then move on. The line is drawn without torching the deal everyone came to close.",
   "Call it out forcefully and make clear the deal is at risk if it happens again — some things matter more than revenue.",
   "Change the subject without addressing the joke — defuse it without making the dinner about you.",
   "Let it pass. One awkward joke is not worth jeopardizing the signature your whole team worked for — you will check on your colleague after."
  ],
  "dims": {
   "courage": 3
  }
 },
 {
  "id": "mc-14",
  "vignette": "In an all-hands, the CEO credits your team with a result and states a fact about your work that you know is wrong — wrong in a way that will mislead other teams’ planning.",
  "options": [
   "Message internal comms afterward with the right numbers and ask for a correction in the recap — the record gets fixed, nobody gets humiliated.",
   "Raise your hand in Q&A and correct the CEO on the spot, respectfully but publicly — truth does not wait for the recap, and the room deserves accuracy.",
   "Tell your own team the right numbers directly, so at least your people plan correctly — you cannot fix every team.",
   "Let it stand. Correcting the CEO — publicly or privately — marks you as a problem, and planning errors are leadership’s to own."
  ],
  "dims": {
   "courage": 3
  }
 },
 {
  "id": "mc-15",
  "vignette": "A vendor rep hints that renewing their contract \"goes smoother when there is a consulting arrangement\" — with his cousin. The vendor is genuinely the best option on merit, and switching would be painful.",
  "options": [
   "Decline the arrangement clearly, document the exchange in writing, and run the selection on merit through the normal process.",
   "Decline on the record, report the solicitation through every available channel, and disqualify the vendor entirely — zero tolerance, publicly demonstrated.",
   "Decline the arrangement but say nothing — no harm done, and you need a working relationship with this vendor.",
   "Evaluate purely on merit and ignore the hint — you cannot prove intent, and torpedoing the best vendor over an ambiguous comment hurts the company."
  ],
  "dims": {
   "courage": 3
  }
 },
 {
  "id": "mc-16",
  "vignette": "You are asked to demo a feature to a major prospect tomorrow as \"production-ready\". You found a data-loss bug in it yesterday. Flagging it means missing the launch date your whole team has worked toward.",
  "options": [
   "Tell your manager today, in writing, that the feature is not shippable — and propose what CAN be demoed honestly: the working parts, labeled as beta.",
   "Refuse to present it and escalate in writing to the whole leadership chain — you will not put your name on a lie, whatever it costs the team. Let the launch date burn if it must.",
   "Demo it with a vague \"still hardening this area\" caveat — technically disclosed, practically invisible.",
   "Demo it as planned. It is an edge-case bug, you will patch it next sprint, and flagging it now just punishes the team for your find."
  ],
  "dims": {
   "courage": 3
  }
 }
]