Case Teaching and Writing Workshop for Faculty: July 2013
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Transcript of Case Teaching and Writing Workshop for Faculty: July 2013
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Copyright © 2011, 2012 , 2013 Daniel Isenberg
Entrepreneurship Policy Advisors E
ntrepreneurship Policy A
dvisors
Case Teaching and WriBng
July 2013
7/22/13 1
www.entrepreneurial-revolution.com [email protected]
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Copyright © 2011, 2012 , 2013 Daniel Isenberg
Entrepreneurship Policy Advisors E
ntrepreneurship Policy A
dvisors
7/22/13 2
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Copyright © 2011, 2012 , 2013 Daniel Isenberg
Entrepreneurship Policy Advisors E
ntrepreneurship Policy A
dvisors
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
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Copyright © 2011, 2012 , 2013 Daniel Isenberg
Entrepreneurship Policy Advisors E
ntrepreneurship Policy A
dvisors
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
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Copyright © 2011, 2012 , 2013 Daniel Isenberg
Entrepreneurship Policy Advisors E
ntrepreneurship Policy A
dvisors
How would you define a “teaching case?”
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Copyright © 2011, 2012 , 2013 Daniel Isenberg
Entrepreneurship Policy Advisors E
ntrepreneurship Policy A
dvisors
How would you define a “teaching case?”
• Engineering of learning experiences via discussion and debate around a common set of facts and decisions
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Copyright © 2011, 2012 , 2013 Daniel Isenberg
Entrepreneurship Policy Advisors E
ntrepreneurship Policy A
dvisors
Why use teaching cases?
7/22/13 7
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Copyright © 2011, 2012 , 2013 Daniel Isenberg
Entrepreneurship Policy Advisors E
ntrepreneurship Policy A
dvisors
What is the case discussion method?
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Copyright © 2011, 2012 , 2013 Daniel Isenberg
Entrepreneurship Policy Advisors E
ntrepreneurship Policy A
dvisors
There is not ONE case method
This is the Daniel Isenberg version
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Copyright © 2011, 2012 . 2013 Daniel Isenberg
Entrepreneurship Policy Advisors E
ntrepreneurship Policy A
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PACIV Case Discussion 1. Study groups 2. Debrief 3. Case discussion 4. Debrief
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Copyright © 2011, 2012 , 2013 Daniel Isenberg
Entrepreneurship Policy Advisors E
ntrepreneurship Policy A
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ParBcipant-‐Centered Learning
11
Experience
Reflect Generalize
Learning or Teaching?
Cognitive complexity
Learning to act
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Copyright © 2011, 2012 . 2013 Daniel Isenberg
Entrepreneurship Policy Advisors E
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Teaching Plan for PACIV
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Copyright © 2011, 2012 , 2013 Daniel Isenberg
Entrepreneurship Policy Advisors E
ntrepreneurship Policy A
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Copyright © 2011, 2012 , 2013 Daniel Isenberg
Entrepreneurship Policy Advisors E
ntrepreneurship Policy A
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Copyright © 2011, 2012 , 2013 Daniel Isenberg
Entrepreneurship Policy Advisors E
ntrepreneurship Policy A
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Copyright © 2011, 2012 , 2013 Daniel Isenberg
Entrepreneurship Policy Advisors E
ntrepreneurship Policy A
dvisors
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
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Copyright © 2011, 2012 . 2013 Daniel Isenberg
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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
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Copyright © 2011, 2012 . 2013 Daniel Isenberg
Entrepreneurship Policy Advisors E
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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
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Copyright © 2011, 2012 . 2013 Daniel Isenberg
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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
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Copyright © 2011, 2012 , 2013 Daniel Isenberg
Entrepreneurship Policy Advisors E
ntrepreneurship Policy A
dvisors
Exercise interviewing real entrepreneurs
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Copyright © 2011, 2012 , 2013 Daniel Isenberg
Entrepreneurship Policy Advisors E
ntrepreneurship Policy A
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Debrief
7/22/13 21
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Copyright © 2011, 2012 , 2013 Daniel Isenberg
Entrepreneurship Policy Advisors E
ntrepreneurship Policy A
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Background Materials
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Copyright © 2011, 2012 , 2013 Daniel Isenberg
Entrepreneurship Policy Advisors E
ntrepreneurship Policy A
dvisors
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
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Copyright © 2011, 2012 , 2013 Daniel Isenberg
Entrepreneurship Policy Advisors E
ntrepreneurship Policy A
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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
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Copyright © 2011, 2012 , 2013 Daniel Isenberg
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Copyright © 2011, 2012 , 2013 Daniel Isenberg
Entrepreneurship Policy Advisors E
ntrepreneurship Policy A
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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
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Copyright © 2011, 2012 , 2013 Daniel Isenberg
Entrepreneurship Policy Advisors E
ntrepreneurship Policy A
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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
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Copyright © 2011, 2012 , 2013 Daniel Isenberg
Entrepreneurship Policy Advisors E
ntrepreneurship Policy A
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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