Real-Life Decision Making -- Solution
You conduct the interview.
After all, the man is willing and friendly and you will probably be able to understand some of his answers. "And if I don't soon get an interview, my supervisor might decide to fire me," you think.
Sometimes, the man does not appear to understand the questions. You guess at what you think he might have said. You complete the interview, saving the data in the computer.
The next day, your supervisor comes to see you. The interview you conducted was monitored, and the supervisor knows that the respondent's answers are not suitable to include because he did not understand what was being asked.
The supervisor explains to you that you must never interview a subject if you cannot communicate adequately. The information is useless to the survey.
You admit that you did the interview because you were worried that no one you called had agreed to be interviewed.
"We understand that many people will not agree," says the supervisor. "But do not ever again interview someone who cannot speak English well enough to be understood."