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In July 2020, the founder and manager of Montreal Community Contact (Contact), a bimonthly community newspaper, was considering strategies to ensure the survival of his business. Because of the COVID-19 pandemic and the fact that he was sixty-three years old, he worried about what the future of the newspaper would look like if anything were to happen to him. Contact had been running for almost thirty years and had a loyal readership within the Black community in Montreal and a loyal cadre of advertisers, but online media was threatening the newspaper industry, and each year the business just managed to break even. The business's owner now felt it was important to secure the long-term survival of the newspaper. How should he improve the stability of Contact while evaluating future avenues for the business?

In July 2020, the founder and manager of Montreal Community Contact (Contact), a bimonthly community newspaper, was considering strategies to ensure the survival of his business. Because of the COVID-19 pandemic and the fact that he was sixty-three years old, he worried about what the future of the newspaper would look like if anything were to happen to him. Contact had been running for almost thirty years and had a loyal readership within the Black community in Montreal and a loyal cadre of advertisers, but online media was threatening the newspaper industry, and each year the business just managed to break even. The business’s owner now felt it was important to secure the long-term survival of the newspaper. How should he improve the stability of Contact while evaluating future avenues for the business?

In February 2018, the dean of the Faculty of Social Sciences at the University of the East Coast in eastern Canada was faced with the challenge of managing a protest by one of his professors. Tension had been brewing between the two for a few months because of inappropriate expense claims and complaints of sexual harassment. However, because of the way the dean had been appointed, he was in a weak position and could not depend on his superiors for help in solving the problem. As a result, donors were complaining, prospective students were changing their minds about applying, and department chairs were beginning to complain. The dean wondered what he should do to bring his faculty back to a normal functioning state. What should he do about the protesting professor, the apparent fraud, and the reactions of potential employers, potential students, and donors? How could he improve the image of his faculty and the university?

In February 2018, the dean of the Faculty of Social Sciences at the University of the East Coast in eastern Canada was faced with the challenge of managing a protest by one of his professors. Tension had been brewing between the two for a few months because of inappropriate expense claims and complaints of sexual harassment. However, because of the way the dean had been appointed, he was in a weak position and could not depend on his superiors for help in solving the problem. As a result, donors were complaining, prospective students were changing their minds about applying, and department chairs were beginning to complain. The dean wondered what he should do to bring his faculty back to a normal functioning state. What should he do about the protesting professor, the apparent fraud, and the reactions of potential employers, potential students, and donors? How could he improve the image of his faculty and the university?