Real-Life Decision Making
You watch the evening news with your campaign team. The media is filming
your candidate's opponent for president, R.J. Thorton. Shoot! It seems like
he's getting more coverage than your candidate, Ria James.
As you watch the news unfold, you become increasingly alarmed. Someone
in the Thorton camp has dug up some dirt on James. Thorton is on the news
talking about the fact that your candidate defaulted on her student loan 25
years ago. That means she didn't pay back the money owing to the government
within the set time limit.
"How can we trust someone with that kind of record with public money?"
Thorton asks. "You can't trust James with the finances of the country. She
can't even manage her own."
You sigh. It's true that James did have trouble with student loans in the
past. But that was long ago, and it only happened because she was unable to
find work when she graduated. Once she had the money, she paid it back. But
it was long overdue.
With the news still running in the background, you get straight to work.
The press is going to be calling soon for comments on this allegation.
You have two options for your candidate: defense or offense.
Defense: You could get your candidate to explain her circumstances
at the time and defend her record by showing other prudent business choices
she has made since that time.
Offense: You could get James to gloss over her record
and attack Thorton on his record of cutting funding for education.
You decide to hold a press conference first thing in the morning. What
do you do?