When managers are confronted with a corporate crisis, they have to operate under conditions that differ fundamentally from those experienced during normal management processes. They may have to work with specialized teams and understand their priorities and decision making processes, without giving up their own responsibilities. The following case simulation confronts participants with an escalating crisis situation in an unfamiliar environment and requires a series of team decisions to be taken under time pressure. The case is based on real experiences of the German Air Force during its ISAF mission in Afghanistan. The participants are divided into groups of four, each group being responsible for a large military transport aircraft and its mission. Within the groups, each participant assumes the role of a specified flight crew member. Each participant receives individual instructions on their roles and duties as well as background information on the other crew members. Based on this information, the teams must prepare and execute their flight missions. The main objective of the simulation is to highlight the challenges of sharing information within a team and of decision making under time pressure in an unfamiliar environment.

The two-part case study describes two attempts to empower the crews of two nuclear submarines of the US Navy. The case highlights the challenges as well as the weaknesses and strengths of the empowering process. While not against the operational principle of command and control on board a submarine, empowerment is in contrast to the traditional leadership doctrine of the US Navy which relies on the leader-follower principle. The case is based on the personal account of co-author L. David Marquet, Captain, US Navy (Ret.) and former commander of the USS Santa Fe. He authored the bestselling book "Turn the Ship Around!" that provides a more detailed account of the events described in the A and B cases.

Supplement to case ES1751. The two-part case study describes two attempts to empower the crews of two nuclear submarines of the US Navy. The case highlights the challenges as well as the weaknesses and strengths of the empowering process. While not against the operational principle of command and control on board a submarine, empowerment is in contrast to the traditional leadership doctrine of the US Navy which relies on the leader-follower principle. The case is based on the personal account of co-author L. David Marquet, Captain, US Navy (Ret.) and former commander of the USS Santa Fe. He authored the bestselling book "Turn the Ship Around!" that provides a more detailed account of the events described in the A and B cases.

The case serves as an illustration of organizational behavior when it comes to the issue of silence in organizations. It describes a critical leadership situation that requires speaking up against the orders of a superior in a hierarchical structure - in this case, the armed forces. When the protagonist, a young Israeli officer leading a special-forces platoon, receives an order that would put his platoon in extreme danger, he has to make a decision. The case is not concerned with combat situations, but rather with how to act as a responsible leader. Given the setting of an army unit governed by command and control, the initial case discussion is likely to focus on typical leadership issues, such as motivation and followership. However, the more interesting aspect concerns the dual roles that leaders typically have to fulfill, that is, they may be both leaders and followers. The protagonist of the case is a captain who receives an order from a major that will have consequences for the captain's platoon. The core issue of the case is the decision to reject the order in question. Participants will discuss why speaking up is an issue in organizations and usually does not occur. The case also allows us to look at situations in high-risk organizations that allow open communication.

The three-part case study "Mr. KLM" recounts the story of the world's deadliest plane accident: the crash of two Boeing 747 aircraft at Tenerife in 1977. The case describes both the actual events leading up to the disaster as well as the main character and the case protagonist, KLM Captain Jacob "Jaap" Veldhuyzen van Zanten, to account for the fact that there had actually been two crashes that day: the airplane crash and the crash of "Mr. KLM," Jacob Veldhuyzen van Zanten. The case illustrates the paradigm of a homo rationale who, in an unusual situation, seems to throw aboard principles of rationality while reverting to decisions and behaviors best understood in the light of intuitive, unreflected, biased, or irrational decision making. The case serves as an illustration of findings and principles of social psychology, irrational decision theory, and behavioral economics.

The three-part case study "Mr. KLM" recounts the story of the world's deadliest plane accident: the crash of two Boeing 747 aircraft at Tenerife in 1977. The case describes both the actual events leading up to the disaster as well as the main character and the case protagonist, KLM Captain Jacob "Jaap" Veldhuyzen van Zanten, to account for the fact that there had actually been two crashes that day: the airplane crash and the crash of "Mr. KLM," Jacob Veldhuyzen van Zanten. The case illustrates the paradigm of a homo rationale who, in an unusual situation, seems to throw aboard principles of rationality while reverting to decisions and behaviors best understood in the light of intuitive, unreflected, biased, or irrational decision making. The case serves as an illustration of findings and principles of social psychology, irrational decision theory, and behavioral economics.

The three-part case study "Mr. KLM" recounts the story of the world's deadliest plane accident: the crash of two Boeing 747 aircraft at Tenerife in 1977. The case describes both the actual events leading up to the disaster as well as the main character and the case protagonist, KLM Captain Jacob "Jaap" Veldhuyzen van Zanten, to account for the fact that there had actually been two crashes that day: the airplane crash and the crash of "Mr. KLM," Jacob Veldhuyzen van Zanten. The case illustrates the paradigm of a homo rationale who, in an unusual situation, seems to throw aboard principles of rationality while reverting to decisions and behaviors best understood in the light of intuitive, unreflected, biased, or irrational decision making. The case serves as an illustration of findings and principles of social psychology, irrational decision theory, and behavioral economics.

The cases are used to introduce the concept of collective responsibility and leadership in team situations by applying the concept of Crew Resource Management for teams in a management setting. By drawing from the metaphor of aircrews to corporate scenarios challenges in leadership teams could be discussed in a wider context. Both cases describe the interaction of airline crews who are confronted with a non-routine problem that they have to solve. In the case of United Airlines 173 the crew ceases to function as team and the fully functional plane eventually crashes. As a result of this accident the concept of Crew Resource Management has been developed to optimize teamwork within the hierarchical structure of a cockpit crew. The case of United Airlines 232 complements the first case as it describes an airline crew that was confronted with a severe engine failure making their plane almost uncontrollable (similar prior accidents always resulted in the loss of the aircraft in non-survivable crashes). Using core elements of Crew Resource Management the crew was nevertheless able to achieve a survivable landing of the plane. Both cases cover essentially the last 30 minutes of both flights and focus on the communication of the flight crews.

The cases are used to introduce the concept of collective responsibility and leadership in team situations by applying the concept of Crew Resource Management for teams in a management setting. By drawing from the metaphor of aircrews to corporate scenarios challenges in leadership teams could be discussed in a wider context. Both cases describe the interaction of airline crews who are confronted with a non-routine problem that they have to solve. In the case of United Airlines 173 the crew ceases to function as team and the fully functional plane eventually crashes. As a result of this accident the concept of Crew Resource Management has been developed to optimize teamwork within the hierarchical structure of a cockpit crew. The case of United Airlines 232 complements the first case as it describes an airline crew that was confronted with a severe engine failure making their plane almost uncontrollable (similar prior accidents always resulted in the loss of the aircraft in non-survivable crashes). Using core elements of Crew Resource Management the crew was nevertheless able to achieve a survivable landing of the plane. Both cases cover essentially the last 30 minutes of both flights and focus on the communication of the flight crews.