More Related Content Similar to Case Teaching and Writing Workshop for Faculty: July 2013 (20) Case Teaching and Writing Workshop for Faculty: July 20133. EntrepreneurshipPolicyAdvisors
Copyright
©
2011,
2012
,
2013
Daniel
Isenberg
Entrepreneurship
Policy
Advisors
EntrepreneurshipPolicyAdvisors
Today’s
ObjecBves
• Understand
case
teaching
method
• Understand
classroom
process
in
case
discussions
• To
increase
use
of
cases
in
your
classes
• For
new
cases
to
be
wriLen
AND
used
4. EntrepreneurshipPolicyAdvisors
Copyright
©
2011,
2012
,
2013
Daniel
Isenberg
Entrepreneurship
Policy
Advisors
EntrepreneurshipPolicyAdvisors
Today’s
agenda
• Using
the
case
method
-‐
discussion
• Using
PACIV
case
as
an
example
• Case
discussion
• WriBng
cases
(starBng)
– Exercise
– Discussion
and
conclusion
• PROCESS:
PARTICIPATIVE
• LEARN
FROM
EACH
OTHER
AS
WELL
• PC’S
AND
SMART
PHONES
OFF
PLEASE
7/22/13 4
6. EntrepreneurshipPolicyAdvisors
Copyright
©
2011,
2012
,
2013
Daniel
Isenberg
Entrepreneurship
Policy
Advisors
EntrepreneurshipPolicyAdvisors
How
would
you
define
a
“teaching
case?”
• Engineering
of
learning
experiences
via
discussion
and
debate
around
a
common
set
of
facts
and
decisions
7/22/13 6
11. EntrepreneurshipPolicyAdvisors
Copyright
©
2011,
2012
,
2013
Daniel
Isenberg
Entrepreneurship
Policy
Advisors
EntrepreneurshipPolicyAdvisors
ParBcipant-‐Centered
Learning
11
Experience
Reflect
Generalize
Learning or Teaching?
Cognitive complexity
Learning to act
16. EntrepreneurshipPolicyAdvisors
Copyright
©
2011,
2012
,
2013
Daniel
Isenberg
Entrepreneurship
Policy
Advisors
EntrepreneurshipPolicyAdvisors
Arts
of
Case
Teaching
• What
you
teach
vs.
what
they
learn
• What
they
learn
from
each
other
vs.
from
selves
• Need
to
expend
cogniBve
effort
• SBmulaBng
interesBng,
funny,
provocaBve
• Many
techniques:
– Cold
calling,
role
playing,
pitches,
debates,
small
groups
7/22/13 16
17. EntrepreneurshipPolicyAdvisors
Copyright
©
2011,
2012
.
2013
Daniel
Isenberg
Entrepreneurship
Policy
Advisors
EntrepreneurshipPolicyAdvisors
17
Case
WriBng
Advice
• Don’t
write
cases
about
interesBng
ventures
– Write
cases
about
ventures
with
interesBng
problems
(decisions/challenges)
• ALWAYS
start
with
a
curriculum
need
– PACIV:
to
teach
students
how
small
ventures
globalize
– Examples:
– Do
NOT
write
cases
just
because
they
are
“interesBng”
• Then
locate
an
E-‐R
who
has
had
a
problem
with
that
issue
– Examples:
• IniBal
interviews
to
idenBfy
specific
acBon
issue
– ALWAYS
specific
point
in
Bme,
ALWAYS
specific
actor
(protagonist)
– Could
be
in
past,
or
present
• IdenBfy
a
specific
dilemma
or
decision
that
requires
acBon
and
that
has
some
classroom
acBon:
debate,
role
play.
“SHARP”
issue.
– PACIV:
Hire
Snelgrove?
Agree
to
give
him
Europe?
Role
play
negoBaBon
• IdenBfy
addiBonal
issues
that
might
not
require
decisions
– PACIV:
Company
culture,
Jorge’s
history,
finances,
market
sizing
– Try
to
have
one
small
(or
large)
quanBtaBve
issue
in
each
case
– “Sharp”
vs.
“dull”
issues
7/22/13
18. EntrepreneurshipPolicyAdvisors
Copyright
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2011,
2012
.
2013
Daniel
Isenberg
Entrepreneurship
Policy
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EntrepreneurshipPolicyAdvisors
18
Case
WriBng
Advice
(2)
• ALWAYS
write
from
E-‐R’s
perspecBve
– Use
a
parBcular
point
in
the
past,
month
day
and
year
– Do
not
include
informaBon
that
the
E-‐R
did
not
have
• Let
the
facts
tell
the
story.
– Avoid
value
judgements,
interpretaBons,
your
opinions
– “Rodriguez
was
an
excellent
sales
man.”
NO
– How
can
you
say
this
factually???
– Write
in
passed
tense
–
ALWAYS.
– Don’t
overload
with
irrelevant
facts
that
the
E-‐R
did
not
have
or
just
because
they
are
there
• Use
poeBc
license
– Change
quotes
as
needed
and
get
E-‐R
approval
later
• Allow
for
discovery
and
surprise
– While
researching
case:
new
issues,
conflicts,
etc.
– While
teaching,
new
themes,
topics,
lessons
– Revise,
revise
revise
7/22/13
19. EntrepreneurshipPolicyAdvisors
Copyright
©
2011,
2012
.
2013
Daniel
Isenberg
Entrepreneurship
Policy
Advisors
EntrepreneurshipPolicyAdvisors
19
Case
WriBng
Advice
(3)
• Structuring
the
case
– Act
1
• Protagonist
• Time
frame
• Decision
• EmoBon,
urgency,
drama
– Act
2
• Personal
biography,
up
to
launch
of
venture
– Act
3
• Market
problem,
opportunity
• Company’s
products,
services
• CompeBBon
• Strategy
– Act
4
• Internal
organizaBon,
HR,
personal
style
• Problem
to
be
solved,
background
– Act
5
• Seing
up
decision
in
Act
1
• AddiBonal
perspecBve,
arguments
– Exhibits
• Things
that
cannot
easily
be
presented
as
simple
text
• Tables,
figures
• Be
selecBve
7/22/13
23. EntrepreneurshipPolicyAdvisors
Copyright
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2011,
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,
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Daniel
Isenberg
Entrepreneurship
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EntrepreneurshipPolicyAdvisors
CogniBve
Complexity
• Dimensionality:
– Number
of
perspecBves
we
use
to
look
at
a
situaBon
• ResoluBon:
– How
many
disBncBons
we
make
on
each
dimension
• Interconnectedness:
– How
many
relaBons
we
perceive
among
the
dimensions
24. EntrepreneurshipPolicyAdvisors
Copyright
©
2011,
2012
,
2013
Daniel
Isenberg
Entrepreneurship
Policy
Advisors
EntrepreneurshipPolicyAdvisors
A
large
industrial
products
division
has
lost
market
share
by
5%
in
each
of
the
last
2
years
• Context:
increased
compeBBon,
changed
regulatory
environment
• Strategy:
differenBated
producer
• People:
lack
of
industrial
products
markeBng
experience,
more
in
consumer
and
services
• OrganizaBon:
unclear
performance
criteria,
recent
merger
of
two
sales
departments
• Culture:
Historically
R&D
driven,
founder
an
engineer
• Governance:
family-‐owned,
low
transparency
26. EntrepreneurshipPolicyAdvisors
Copyright
©
2011,
2012
,
2013
Daniel
Isenberg
Entrepreneurship
Policy
Advisors
EntrepreneurshipPolicyAdvisors
CogniBve
Complexity
Impacts
AcBon
• Both
simple
and
complex
thinkers
might
conclude:
"need
to
replace
the
VP
sales"
• The
complex
thinker
would
address
mulBple
dimensions
in
decision
and
acBon
plan,
not
just
fire
VP
sales
• The
complex
thinker
would
understand
that
replacing
VP
sales
might
impact
other
dimensions
(culture)
and
have
unintended
consequences
27. EntrepreneurshipPolicyAdvisors
Copyright
©
2011,
2012
,
2013
Daniel
Isenberg
Entrepreneurship
Policy
Advisors
EntrepreneurshipPolicyAdvisors
Enlarged
Repertoire
of
PossibiliBes
• CumulaBve
experience
of
many
case
situaBons
– What
did
the
general
manager
from
P&G
do
in
a
similar
situaBon?
– How
did
the
founder
of
GrameenPhone
act?
– What
did
the
CEO
of
Widget
Inc.
do
to
solve
this?
• AlternaBves
presented
by
other
parBcipants
in
the
same
case
discussion
28. EntrepreneurshipPolicyAdvisors
Copyright
©
2011,
2012
,
2013
Daniel
Isenberg
Entrepreneurship
Policy
Advisors
EntrepreneurshipPolicyAdvisors
Expanded
Self-‐Awareness
• Learn
to
present
• Learn
to
listen
to
reacBons
• Learn
to
engage
in
debate
• Learn
to
re-‐evaluate
one's
own
posiBon
• Learn
how
our
ideas
are
perceived
by
many
people