While reviewing a cross‑team workflow that handles sensitive information, you notice a potential risk: approvals are sometimes recorded in chat instead of the official system, which could create audit gaps. No incident has occurred yet, but the pattern is recurring. What should you do?, Proactively tighten the procedure: formalize the approval step in the system, document the risk, and mentor involved teams on the standard to ensure consistent compliance., Wait until a non‑compliance incident happens and then address the process., Send a quick chat reminding people to “be careful,” and move on., A client experiences frequent delays due to ad‑hoc requests that bypass intake rules. Standard guidance hasn’t solved it. You’ve identified that different functions interpret “urgent” differently and the client’s team lacks a clear triage path. What should you do?, Tell the client to strictly follow the existing SOP and decline all requests that don’t fit it., Create a temporary workaround for your own team only, so your metrics improve., Design a tailored intake and triage framework (e.g., SLA tiers, criteria for “urgent,” and escalation paths), co‑create it with cross‑functional partners, pilot it with the client, and coach teams on how to apply it., A high‑visibility initiative is under deadline pressure. A leader suggests skipping an impartial review that could surface conflicts of interest, arguing “we’ll add it post‑launch.” You feel uneasy about the risk this presents to fairness and transparency. What should you do?, Agree to skip the review to hit the deadline and avoid conflict., Voice your concern respectfully, outline the ethical risk and downstream impact, propose a minimal‑viable independent check now, and document decisions for transparency., Escalate anonymously without saying anything to the team to avoid personal accountability., Your organization runs recurring initiatives that consume significant time but deliver uneven results. You propose a structured experiment: test a new method/tool with two pilot groups, define success metrics, collect data, and—if results are positive—scale the approach., Lead a controlled pilot, encourage thoughtful risk‑taking, measure outcomes rigorously, share learnings (including failures), and scale what demonstrably works., Roll out the new method to everyone immediately to capture benefits faster., Ask volunteers to try the new method informally without tracking results., You must address a sensitive performance pattern affecting team delivery. The person involved is well‑liked and influential. You need to protect dignity, maintain trust, and uphold standards while representing FTO positively. What should you do?, Provide blunt, public feedback so others “get the message.”, Schedule a private, tactful conversation with clear examples and impact, agree on next steps and support, follow up in writing, and communicate only what’s necessary to stakeholders., Avoid the conversation to preserve the relationship and hope the issue resolves itself.

FTO Values - L4A2

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