Describe a time a policy or decision where you worked was doing real harm — to customers, your team, anyone. What did you do about it?

This is integrity at organizational scale: the harm isn't yours, fixing it isn't your job, and staying quiet is free. The answer shows whether the candidate spends standing on other people's problems — and whether they can push without burning the channel that could fix it.

• Who was being hurt, and how did you know?
• Who did you take it to, and what came back?
• What could you soften within your own authority while pushing?
• Where did it end up — and would you push harder today?

The harm is named concretely rather than felt vaguely, it was raised with someone positioned to change it, mitigation happened inside their own authority while the bigger fight ran, and the persistence matched the stakes.

The concern lived entirely in lateral complaining, the story is a conscience performance with no action attached, the harm inflates as the telling goes on, or the first move was breaking the rule rather than challenging it.