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A real estate analyst has been hired as a government employee to manage Canada's overseas property holdings, including its embassies and diplomatic residences. Despite strict government regulations regarding the procurement of overseas accommodations and policies relating to fiscal accountability, the analyst has witnessed the luxurious accommodations enjoyed by diplomatic staff posted abroad. She documents the abuses and reports the finding to her supervisor, who does nothing. The analyst must decide whether to take her finding further. The supplements Price of Speaking Out Against the Betrayal of Public Trust: Joanna Gualtieri (B), (C) and (D), products 9B04C030, 9B04C031 and 9B04C032 looks at her decision and the events that follow.

This is a supplement to Price of Speaking Out Against the Betrayal of Public Trust: Joanna Gualtieri (A), product 9B04C029, and relates the actions suggested by her immediate supervisor.

A real estate analyst hired as a government employee finds abuse of regulations and policies regarding overseas accommodations for diplomats. She reports her findings to her supervisor with no result and further attempts to expose the abuses. This is a supplement to Price of Speaking Out Against the Betrayal of Public Trust: Joanna Gualtieri (A) and (B), products 9B04C029 and 9B04C030.

The analyst pursues legal action against the government for abuses both to herself and the country's taxpayers. This is a supplement to Price of Speaking Out Against the Betrayal of Public Trust: Joanna Gualtieri (A), (B) and (C), products 9B04C029, 9B04C030 and 9B04C031.

A year and a half after calling off its campaign against fast-food giant McDonald's, the vegan campaign coordinator of People for the Ethical Treatment of Animals (PETA) contacted Kentucky Fried Chicken (KFC) to warn the company that it would be the next target. He pointed out in his letter that whereas many of KFC's competitors had convened advisory panels to help investigate the welfare of animals raised and slaughtered for their businesses, KFC appeared completely uninterested in the issue. PETA would rather not engage KFC in a campaign, but if the company refused to put together an animal welfare panel to begin to look into the issue of how to raise and slaughter its chickens more humanely, all the leaflets, action alerts, posters, billboards, T-shirts, and press releases PETA was now preparing would be dedicated to KFC and its cruel treatment of chickens. In January 2003, PETA, fed up with what it saw as KFC's lack of open communication, public misinformation, and outright stonewalling on change, announced a campaign against the company to the media in a news event replete with bloody descriptions of the cruelties of KFC's animal factories. Now it was time for KFC to respond.

In 2002, approximately 1,000 Arthur Andersen employees joined Deloitte & Touche, effectively creating the largest professional services organization in Canada. The combined entity employed 6,600 people and represented annual billings of over $1 billion. A co-chair for the national integration team was faced with a huge challenge: to develop a company-wide plan to create support materials to aid the Deloitte staff in integrating the Andersen staff in the organization. The integration process was monitored through a monthly survey and would be used by the team to benchmark unit to unit over time, and to take remedial action at specific stages if the integration goals were not attained. The most recent survey indicated that Deloitte employees felt that in the company's haste to finalize the deal with Andersen, it was forgetting about its own employees. Some within the Deloitte organization did not understand the amount of attention given to Andersen employees, whom they viewed as damaged goods. The co-chair and integration team must determine the best way to deal with the feedback and the cultural differences that are surfacing.

Strong leadership is a critical determinant of success in times of crisis. Most businesses operate in a complex and uncertain environment in which strategies that were successful in the past quickly become redundant in the face of change. Unless mitigated by a decisive leader, problems that ill-prepared organizations face are likely to evolve into a full-fledged crisis. This article identifies six behaviours or mindsets that are critical for leaders in crisis situations. While no one can be prepared for all possible crises, leaders have to use foresight to anticipate the worst and have a general idea about how they are going to respond if they face a crisis. A contingency plan should be created and existing response plans should be tested to evaluate the strengths and weaknesses of various people on the crisis management team before a real crisis hits. While leaders have to be decisive and confront facts rather than try to explain them away, they also have to be exceptional communicators, making people feel informed, safe and connected. Leaders have to be visible and connect with the people on the shop floor as in the boardroom. Lastly, leaders must be prepared to take risks and make quick decisions in the face of uncertainty. They must have the courage to make the best possible decision with the set of all available facts, coupled with a solid professional background and instinct. The leader must then communicate that they have knowledge and control of the solution, and full confidence in the chosen course of action. Anything less and they will lose the confidence of the people and worsen the level of uncertainty and tension in a crisis situation.

Omega Air Charters is an air transportation company that provides service to the global mining industry. The company has negotiated a contract with a group of European mining companies that requires Omega Air to provide air service in Azerbaijan - once part of the former Soviet Union. Based on the agreement made with the country, the company must staff the operation with Azerbaijan pilots and engineers who resent a western corporation operating western aircraft in their country. The executive vice-president must resolve this issue and gain the trust of the pilots and engineers if this project is to succeed.

A year and a half after calling off their campaign against fast-food giant McDonald's, the vegan campaign coordinator of People for the Ethical Treatment of Animals (PETA), contacted Kentucky Fried Chicken (KFC) to warn them that they would be the next target. He pointed out in his letter that while many of KFC's competitors had convened advisory panels to help them investigate the welfare of animals raised and slaughtered for their businesses, KFC appeared completely uninterested in the issue. PETA would rather not engage KFC in a campaign, but if the company refused to put together an animal welfare panel and to begin to look into the issue of how to raise and slaughter their chickens more humanely, all the leaflets, action alerts, posters, billboards, T-shirts and press releases PETA was now preparing would be dedicated to KFC and its cruel treatment of chickens. In January 2003, PETA, fed up with what it saw as KFC's lack of open communication, public misinformation, and outright stonewalling on change, announced a campaign against the company to the media in a news event replete with bloody descriptions of the cruelties of KFC's animal factories. Now it was time for Kentucky Fried Chicken to respond.

Change is imperative for organizations to maintain competitiveness in a dynamic environment. Yet despite various tries, the success rates for major organizational change efforts have been rather dismal. This article identifies the reasons that organizational change usually fails, demonstrates that the errors made in the change process are rooted in organizational behaviour, and argues that leaders have not recognized the importance of emotions in creating successful change. While ideas for leading change exist, there are too few decision-makers who are capable of translating the ideas and following the guidelines that lead to a concerted, well guided effort to lead change. The author argues that all change is individual change. Leaders have to lead other individuals and convince them to change. The article chronicles the importance of appealing to the heart in leading change. Because change is fundamentally about feelings, companies that want their workers to contribute with their heads and hearts have to accept that emotions are essential to the new management style. The article also examines eight ways in which leaders can motivate the heart. Leaders have to ensure that individuals are convinced of the need for change; select a team of people to advocate the need for change, get individuals to trust the team and inspire confidence in the ability for change; create a vision that is clear, creative and viable; communicate in a way that is simple, heartfelt, aligned with people's feelings and speaks to their anxieties; let individuals express how they feel; celebrate interim successes; be persistent in change efforts and lastly, ensure that changes form an integral part of the corporate behavioural pattern.

A learning team of five students must work together to complete a 48-hour team exam. One of the students has a reputation for being unreliable, disruptive and confrontational. When the team members convene to write their report, this student calls to say he will be late. He shows up eight hours later. The level of team tension and animosity reached a point of near-violence and the team member was expelled. The team wonders how to deal with this team member whose behaviour is dysfunctional to effective team performance, and what to do next given that there are several more team projects to come. Supplemental case Juan Pedro's Shrimp Farm: Or the 48-hour Exam Nightmare (B), product 9B02C058, discusses the first hour after the student arrives to work on the report. Supplement Juan Pedro's Shrimp Farm: Or the 48-hour Exam Nightmare (C), product 9B02C059, describes the student's attempt to contribute to the report and the subsequent confrontation. Supplement Juan Pedro's Shrimp Farm: Or the 48-hour Exam Nightmare (D), product 9B02C060, an interview, conducted several months later, provides the student's perspective on the events.

A learning team of five students must work together to complete a 48-hour team exam. When the team members convene to write their report, one of the students shows up eight hours late. The report outline is nearly complete, yet he insists on questioning the work and offering uninvited comments. As the irritation level builds, another student takes him out to fetch refreshments for the team. Away from the rest of the team, the student starts discussing the exam with other students, divulging some of his own team's strategies. This is a supplement to Juan Pedro's Shrimp Farm: Or the 48-hour Exam Nightmare (A), product 9B02C057, which discusses the process of the competitive 48-hour exam, the reputation of the fifth student and the initial meeting of the team. Supplement Juan Pedro's Shrimp Farm: Or the 48-hour Exam Nightmare (C) product 9B02C059, describes the student's attempt to contribute to the report and the subsequent confrontation. Supplement Juan Pedro's Shrimp Farm: Or the 48-hour Exam Nightmare (D) product 9B02C060, an interview, conducted several months later, provides the student's perspective on the events.

A learning team of five students must work together to complete a 48-hour team exam. When the team members convene to write their report, one of the students shows up eight hours late. The report outline is nearly complete, yet he insists on questioning the work and offering uninvited comments. When he is left alone to work on the editing process, his progress is slow, the master copy of the report is corrupted and many spelling and grammatical errors are missed. The irritation level builds to loud arguments in the middle of the night. This is a supplement to Juan Pedro's Shrimp Farm: Or the 48-hour Exam Nightmare (A), product 9B02C057, which discusses the process of the competitive 48-hour exam, the reputation of the fifth student and the initial meeting of team. Supplement Juan Pedro's Shrimp Farm: Or the 48-hour Exam Nightmare (B), product 9B02C058, describes the first hour after the student arrives to work on the report and supplement Juan Pedro's Shrimp Farm: Or the 48-hour Exam Nightmare (D), product 9B02C060, an interview, conducted several months later, provides the student's perspective on the events.

A learning team of five students must work together to complete a 48-hour team exam. When the team members convene to write their report, one of the students shows up eight hours late. The report outline is nearly complete, yet he insists on questioning the work and offering uninvited comments. The irritation level builds to loud arguments in the middle of the night. In this supplement, the fifth student is interviewed to provide his perspective on the events. This is a supplement to Juan Pedro's Shrimp Farm: Or the 48-hour Exam Nightmare (A), product 9B02C057, which discusses the process of the competitive 48-hour exam, the reputation of the fifth student and the initial meeting of the team. Supplement Juan Pedro's Shrimp Farm: Or the 48-hour Exam Nightmare (B), product 9B02C058, describes the first hour after the student arrives to work on the report, and supplement Juan Pedro's Shrimp Farm: Or the 48-hour Exam Nightmare (C) product 9B02C059 describes the student's attempt to contribute to the report and the subsequent confrontation.

A first year business student has recently received an award from her classmates, one that was intended as a joke, but that had left her feeling embarrassed and angry. Two of her male classmates had created a series of year-end awards to be handed out in fun. She was the recipient of the Most Likely to Sleep With Her Boss Award. When these awards were given out in a class setting, the student felt uncomfortable and embarrassed, but had gone along with it to be a good sport. When she heard that these same joke awards were to be given out at the year-end banquet in front of faculty members and the entire student body of the school, she asked one of the creator/presenters to leave her out of the fun this time around. To her horror, her classmate did not honor her request, and she was humiliated in front of her teachers and peers in a very public forum. Supplement cases, products 9B02C008, 9B02C009 and 9B02C010 provide detail of the events leading up to the award presentation and its aftermath. The fourth supplement, product 9B02C011, describes the perpetrators' viewpoint.

Telus is a major telecommunications company. The vice-president of strategic integration is faced with the choice of bidding for near bankrupt PSINet Canada, an internet protocol company, or waiting and picking up the firm's physical assets. He must determine the value that should be placed on PSINet Canada's employees. To Telus, the acquisition of the company adds complementary product to its telecommunication portfolio. The anticipated price for PSINet Canada is judged low compared to the value of its physical network, but perhaps substantial value in the company can be retained by simply retaining already trained personnel. Supplements to the case, Telus: The Acquisition of PSINet Canada (B) and (C), products 9B02C026 and 9B02C027 discuss how the purchase should be presented to the PSINet Canada employees and the challenges the vice-president of strategic integration faces.

A supplement to Telus: The Acquisition of PSINet Canada (A), product 9B02C025. Telus has become a front-runner in the purchase of the now-bankrupt PSINet Canada. There are rumours of other companies in the race to purchase the company - all suitors will attend an auction at a later date to determine who wins the right to buy the company. The vice-president of strategic integration has four days to prepare for a town hall meeting with PSINet Canada employees. There, an offer will be made to the employees. Telus has determined that retention of the majority of the employees - should it proceed with the acquisition - is a key priority. He must decide how to present his case to the employees; most are probably demoralized and affected by the bankruptcy proceedings. He also needs to determine how Telus should manage the relationship between it and the bankruptcy monitors.

This supplement Telus: The Acquisition of PSINet Canada (A), product 9B02C025 discusses the challenges the vice-president of strategic integration faces with the purchase of PSINet Canada. He must decide how to properly integrate the company into Telus.