Lisa Benton Case: Multiple Leadership Issues

1.) Problem statement: Identify and sum up the problem
− DO: Critically identify the problem.
− DO: Be succinct.
− DON'T: Just summarize the case.
− DON'T: Just reiterate the crisis at the beginning of the case.
− DON'T: Identify a problem that is solved already by the end of the case
2.) Problem analysis/root causes: Analyze the underlying causes of the problem that you identified
− DO: Critically analyze the problem based on concepts from class and the readings.
− DO: Discuss at least 2 root causes.
− DON'T: Be general, e.g. “They're not managing the team well.” → That's obvious – anyone who has not taken an OB class could arrive at the conclusion.
− DON'T: Just describe what's happening, e.g. “The team is not functioning well.” → Dig deeper – WHY is the team not functioning well? What is the evidence for that and what are the CAUSES.”
3.) Recommendations: Make your recommendations for what should be done based on the problem and your analysis
− DO: Relate your recommendations to the problem and root causes that you have identified.
− DO: Make 2 specific recommendations. Include an appraisal of how of feasible they are and how you would implement them.
− DO: Base your recommendations on concepts from class and the readings.
− DON'T: Provide general advice, e.g. “They should communicate better.” Again, that's OBVIOUS. You don't need to take an OB course to make a recommendation like that.
− DON'T: Provide a laundry list of superficial recommendations.