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Pink, White and Blue is appropriate for undergraduate or graduate courses in management, business ethics, organizational behavior, leadership, or human resources management. Students analyze a right versus right ethical dilemma, are introduced to challenges that transgender people might experience in organizations and discuss ethical and other justifications for DEI management. The case includes epilogue and update, which provide an opportunity to discuss broader organizational issues regarding whether and how organizations should expand DEI programs. The case encourages students to critically examine their personal beliefs, attitudes, and biases about historically marginalized people. Landon Wilson, a transgender male, was a U.S. Navy sailor on a special assignment with the Army in Afghanistan. He worked as a cryptologic technician-collection specialist (CTR) collecting and analyzing top-secret data and creating special intelligence and was recognized as an excellent performer. Wilson enlisted as a female and began transitioning from female to male less than a year later, at his Navy home-base. When a special Army assignment in Afghanistan provided the opportunity, Wilson presented male. When he arrived in Afghanistan, his teammates and Army leaders accepted him as male. He was in male barracks, and his leaders and colleagues referred to him with male pronouns. At the time, Department of Defense (DoD) policy prohibited transgender people from entering the Navy and a sailor could be discharged for physical or mental conditions, including gender and identity disorders. Thousands of transgender individuals, however, successfully served in the military during the ban. Wilson was performing well in the critical assignment in Afghanistan. But then, Wilson's mentor revealed Wilson's secret to his Navy home-base leader in the U.S. The Navy home-base leader called Wilson and urged him to "come out" to his leaders in Afghanistan. Wilson had to decide if he should follow his

The Greening Marines case is appropriate for undergraduate or graduate courses in management, change management, technology implementation, and sustainability and for courses focused on the public sector. Students learn to assess the costs and benefits of a technology solution, analyze stakeholder interests, evaluate enabling and hindering forces, explain how energy cultures influence technology adoption, and devise steps for an organizational change. As Director of the USMC's Expeditionary Energy Office, Colonel James Caley was responsible for developing and directing the USCM's energy strategy. The USMC had increasingly relied on new technologies, which drastically increased fuel needs. In Afghanistan, the estimated fully loaded cost of a gallon of gas was as high as $1000 and one Marine was either wounded or killed in every 50 fuel convoys. In 2016, Caley contemplated a proposal from BEyOnD, which had studied how Marines' used fuel and had concluded that if the USMC could change behaviors, the organization could reduce fuel consumption by 9-20%. BEyOnD was requesting $1.7 million to identify high potential behavioral interventions and experimentally test their impact. Caley needed to decide if he should support BEyOnD's proposal. Whatever his decision, he needed to identify the next steps he should take to generate change.