In this case, set in June 2019 in Bangalore, Karnataka, India, Deepa Bachu of Pensaar Design and her team work with client ITC Ltd. to use design thinking and behavioral experiments to improve workplace safety and strive toward the company's zero-accident goal. The case contains information on the conglomerate ITC and its subsidiary, ITC Paperboard and Specialty Papers (PSPD), along with background on worker safety trends in India. During Pensaar's engagement, its team embedded at one of ITC PSPD's sites, conducting observations and qualitative interviews with employees. Next, Pensaar's team collaborated with ITC employees at different levels of the organization to design and implement a variety of safety interventions to better understand how to improve safety at the plant.

In this case, set in June 2019 in Bangalore, Karnataka, India, Deepa Bachu of Pensaar Design and her team work with client ITC Ltd. to use design thinking and behavioral experiments to improve workplace safety and strive toward the company's zero-accident goal. The case contains information on the conglomerate ITC and its subsidiary, ITC Paperboard and Specialty Papers (PSPD), along with background on worker safety trends in India. During Pensaar's engagement, its team embedded at one of ITC PSPD's sites, conducting observations and qualitative interviews with employees. Next, Pensaar's team collaborated with ITC employees at different levels of the organization to design and implement a variety of safety interventions to better understand how to improve safety at the plant.

In March 2020, Chris Abkarians and Nikhil Agarwal were in the midst of preparing the annual auction for their student loan assistance startup, Juno. Both current MBA students at Harvard Business School, the duo founded Juno in 2018 to leverage student bargaining power to negotiate better student loan terms with private lenders. Their business model involved soliciting bids from banks through an annual auction; the lender who submitted the best terms then received the right to exclusively market their loan products to Juno's members. The co-founders held their first official auction in 2019, and anticipated receiving several competitive bids from large banks in 2020. However, several weeks before the auction was scheduled to begin, a new entrant to the private student loan market, Eager Bank, expressed a strong desire to become Juno's 2020 loan partner. Eager requested that Abkarians and Agarwal cancel the auction and negotiate directly with them. In exchange, Eager offered several attractive terms, such as involving Juno in the underwriting process. Abkarians and Agarwal must decide whether to partner with Eager, hold the auction as originally planned, or pursue both options simultaneously.

In March 2020, Juno co-founders Chris Abkarians and Nikhil Agarwal decided to pitch banks in anticipation of their annual auction while negotiating directly with private lender Eager. Responses from the majority of private lenders-including Juno's 2019 partner-were not encouraging, yet Eager remained keenly interested in an exclusive partnership. The co-founders faced additional pressure following the onset of the COVID-19 pandemic. Given the uncertainties of the pandemic and its economic impact, the co-founders gravitated towards the Eager partnership. However, they must decide whether to cancel the auction, and whether Eager has the stability to withstand the pandemic.

In May 2020, Juno co-founders Chris Abkarians and Nikhil Agarwal decided to hold the annual auction for their student loan assistance startup. Five lenders submitted bids, and the co-founders ultimately opted to select Eager Bank as their partner for the 2020-2021 academic year for fixed-rate loans. However, a significant portion of Juno's membership expressed interest in variable-rate loans, prompting them to seek out another partner for the variable-rate product. They secured a deal with a major private lender through an intermediary, but are forced to quickly adapt their strategy when the lender refuses to pay for Juno's loan volume. The case concludes with the co-founders considering whether Eager Bank might be a potential long-term partner, and once again wondering whether they should make changes to their auction-based strategy for the coming year.

The operating executives of Health and Benefits for Onex Partners, Megan Jackson Frye and Sam Camens, faced a challenge: Healthcare costs for employees of Onex's portfolio companies were continuing to rise above the consumer price index, reflecting broader trends across employer-sponsored health insurance in the U.S. Against this backdrop, Frye and Camens considered recommending that Onex's portfolio companies adopt value-based insurance design (VBID) principles to encourage employees to take high-value medications, for example by reducing copays for drugs managing diabetes or heart conditions. The case encourages students to put themselves in the shoes of Frye and Camens, who were grappling with evidence promoted by VBID's proponents on its potential to simultaneously improve employee health and curb employer costs. The case includes content on employer-provided health insurance in the U.S., as well as the consequences of cost-sharing on consumer behavior, health, and spending.

Legal Time is a two-party dynamic negotiation simulation. Students take the role of either the prosecution or the defense in a case that centers on a client who has been accused of spear-heading a conspiracy to commit wire fraud. This conflict-resolution scenario gives students the opportunity to see how their negotiations are influenced by important situational and behavioral factors - specifically, (i) fairness considerations and self-serving motives, (ii) time pressure, and (iii) learning from one's own experience and the experiences of others.

Legal Time is a two-party dynamic negotiation simulation. Students take the role of either the prosecution or the defense in a case that centers on a client who has been accused of spear-heading a conspiracy to commit wire fraud. This conflict-resolution scenario gives students the opportunity to see how their negotiations are influenced by important situational and behavioral factors - specifically, (i) fairness considerations and self-serving motives, (ii) time pressure, and (iii) learning from one's own experience and the experiences of others.

Legal Time is a two-party dynamic negotiation simulation. Students take the role of either the prosecution or the defense in a case that centers on a client who has been accused of spear-heading a conspiracy to commit wire fraud. This conflict-resolution scenario gives students the opportunity to see how their negotiations are influenced by important situational and behavioral factors - specifically, (i) fairness considerations and self-serving motives, (ii) time pressure, and (iii) learning from one's own experience and the experiences of others.

This case centers around the United Arab Emirates' (UAE) national goal of raising the happiness of its residents and visitors through ambitious government initiatives. They combined this bold national goal with an accountability structure (incentive plan) built on Key Performance Indicators (KPIs), as more typically done at a company level. A key case protagonist is Ohood Al Roumi: the UAE and the world's first dedicated Minister of State for Happiness and Wellbeing. She was assigned to this role by Sheikh Mohammed, the Prime Minister and Vice President of the UAE and Ruler of Dubai. Al Roumi attempted to drive national progress towards happiness in UAE society through several means: measuring happiness in the community and happiness with government services; aligning and coordinating government entities towards promoting happiness and positivity at work; and promoting happiness as a lifestyle more generally. The case details the UAE's progress through February 2018. The class discussion gives students a chance to reflect on the role of government in promoting happiness and wellbeing and how a government could go about encouraging happiness. The UAE in effect implemented a complex incentive scheme with the aim of coordinating attempts to increase happiness and wellbeing. The connection between the UAE's efforts and incentive schemes emerges in the course of the class discussion, which enables students to reflect on concrete managerial implications of the analysis.

How should nonprofits design compensation systems to attract and retain talent? GiveDirectly is a respected charitable organization with an unconventional approach. Instead of spending on traditional aid programs in areas such as health care and food access in developing countries, GiveDirectly transfers cash directly to the poor. As experiments have shown this approach to be an effective and efficient way to improve recipients' life satisfaction, the organization has attracted considerable attention among donors and the media. Now, GiveDirectly is looking to grow, and it is contemplating how best to recruit talented employees and keep them motivated. In addition to offering salaries competitive with the private sector, GiveDirectly is considering linking employee compensation to organizational goals regarding the amount of cash transferred-an unusual strategy for a nonprofit.

This case explores the industry-wide lack of employee diversity in the technology sector, and Yelp's decision to take a leadership position in identifying strategies to increase diversity. The goal of the case is to provide an opportunity for students to develop a framework for understanding the factors that might lead to a less diverse workforce, and for evaluating approaches to increase diversity. The case opens in 2014, when Yelp hired Rachel Williams into a newly created position - the Head of Diversity and Inclusion. Rachel was tasked with developing strategies to ensure that Yelp was attracting and retaining a diverse, productive workforce, and creating a welcoming environment for all employees. The case puts students in Rachel's footsteps upon being hired, and tasks them to propose a set of changes for Yelp to make to increase the diversity of the workforce.