CASE report

BUS 355: SOCIALLY RESPONSIBLE BUSINESS

CASE ANALYSIS PROCESS

_____________________________________________

INTRODUCTION

This Case Analysis Process will help guide teams through a process in which a facilitator will present the case scenario and team members will act as consultants to:

• Generate new ways to look at a challenge or questions.

• Develop new approaches for responding to the challenge or questions.

• Answer the case discussion questions pertaining to the case in a way that is collaborative and all members are engaged in the process.

PURPOSE

To access the wisdom and experience of the team members and to respond to an important leadership challenge in an innovative and collective way through a case analysis process.

PRINCIPLES

• The case should be approached as a leadership challenge that is current and concrete.

• The facilitator needs to take the lead in presenting the case to the team. Facilitators should rotate, so all team members have the opportunity to serve in this role.

• Using a systems thinking approach implies that business firms (social organisms) are embedded in a broader social structure (external environment) with which they constantly interacting with stakeholders. Companies have ongoing boundary exchanges with stakeholders such as customers, governments, competitors, the media, communities, and many other individuals and groups.

USES and OUTCOMES

• Concrete and innovative ideas for how to respond to a pressing leadership challenge;

• High level of exchange and positive energy among the team members and;

• Cooperation through empathy, mindfulness and deep listening practices.

RESOURCES

Kerul Kassel and Isabel Rimanoczy, (2018) Developing a Sustainability Mindset. Routledge: Abingdon, OX; New York, NY.

C. Otto Scharmer, (2009) Theory U: Learning from the Future as it Emerges. Berrett-Koehler: San Francisco, CA.

Donella H. Meadows, (2008) Thinking in Systems: A Primer. Edited by Diana Wright. Sustainability Institute. Chelsea Green Publishing: White River Junction, VT.

CASE ANALYSIS STEPS

I. Discuss and answer the following questions:

1. Current situation: What key challenge or question is the focal organization up against?

2. Stakeholders: Who are the relevant stakeholders? How might they view this situation? What are their needs?

3. Relationships: Based on the information you have - draft a stakeholder map of this case. What sources of power and influence do the relevant stakeholders have?

4. Intention: What optimal future scenario is trying to be created by the different stakeholders?

5. Learning threshold: What are the competing forces - is there space for compromise?

6. Help: Where do stakeholders need input or help?

7. What possible solutions might emerge from dialogue between the focal organization and its stakeholders? Are there natural stakeholder networks that can emerge?

8. From a future point of view (20+ years), look back on this case, what is your collective highest future possibility?

II. Team members are to listen deeply and ask clarifying questions.

III. Take 1-2 minutes of stillness to think about what the team members have communicated.

1. Listen to your heart and connect with your heart to what you’re hearing.

2. Listen to what resonates: What images, metaphors, feelings and gestures come up for you that capture the essence of what you heard?

3. Team members will now answer the case discussion questions and give their strategic recommendations.

IV. Case Facilitators will summarize and share the team’s answers & recommendations to the class.

1. During the semester, Case Facilitators should rotate in order to give all team members the opportunity.

V. Feedback Loop.

1. Recognize what works well with your team dynamics in using this Case Analysis Process.

2. Share acknowledgements, accolades and gratitude among the team members.

1