Our approach suggests that people need help in thinking through what it is that public office demands of them. In the scenarios collected her, we draw on Kenyan experiences to identify a number of cases where principles are at stake in how someone behaves, but where it is not always easy to see what those principles dictate. Indeed, one advantage of the scenarios is that they can be developed with an audience in ways that test people's different intuations and elore how changes in the scenarios might make a difference to what they see as the appropriate conduct. One common reaction that we had to the scenarios was that people in the public sector startedf by looking for a rule to follow. Our aim in the scenarios is to make that route difficult, and to encourage people to think about the principles underlying rules and to consider the bases on which professional and political judgments might legitimately be made. The aim is to make cases hard so as to encourage good judgment.