In addition to high face validity, the in-basket also discriminates well. For example, in a middle-management training program, AT&T compared the responses of management trainees to those of experienced managers (Lopez, 1966). In contrast to experienced managers, the trainees were wordier; they were less likely to take action on the basis of the importance of the problem; they saw fewer implications for the organization as a whole in the problems; they tended to make final (as opposed to investigatory) decisions and actions more frequently; they tended to resort to complete delegation, whereas experienced executives delegated with some element of control; and they were far less considerate of others than the executives were. The managers’ approaches to dealing with in-basket materials later served as the basis for discussing the “appropriate” ways of dealing with such problems.