This case set is part of the Giving Voice to Values (GVV) curriculum. To see other material in the GVV curriculum, please visit http://store.darden.virginia.edu/giving-voice-to-values. Taylor is a senior product manager at Catalise, a start-up that develops artificial intelligence (AI) diagnostic technology for mental health disorders. When Taylor is promoted to this position, her first project is to manage the launch of Catalisten, an AI-based software that diagnoses major depressive disorder by analyzing patients' speech patterns. Company leaders expect Catalisten to be the company's new blockbuster product and expedite its launch to ensure a competitive advantage. As Taylor onboards onto the Catalisten team, she learns that the product, which is nearly complete, misdiagnoses female patients at significantly higher rates than male patients. When Taylor raises the concern to a team member, she is pushed to "bury" the algorithm's discrepancy in order to protect the product launch time line. In the A case, Taylor's challenge is to convince Catalise's chief product officer to delay Catalisten's launch to address the AI software's gender bias. In this B case, students follow Taylor as she approaches her chief product officer about delaying Catalisten's launch and addressing the product's bias. This case set is intended for use at the MBA level in courses in business innovation, entrepreneurship, engineering, technology product development, tech ethics, and leadership and ethics. It could be taught to advanced undergraduates who have developed a foundation in GVV, ethical decision-making, or computer science.

This case set is part of the Giving Voice to Values (GVV) curriculum. To see other material in the GVV curriculum, please visit http://store.darden.virginia.edu/giving-voice-to-values. Taylor is a senior product manager at Catalise, a start-up that develops artificial intelligence (AI) diagnostic technology for mental health disorders. When Taylor is promoted to this position, her first project is to manage the launch of Catalisten, an AI-based software that diagnoses major depressive disorder by analyzing patients' speech patterns. Company leaders expect Catalisten to be the company's new blockbuster product and expedite its launch to ensure a competitive advantage. As Taylor onboards onto the Catalisten team, she learns that the product, which is nearly complete, misdiagnoses female patients at significantly higher rates than male patients. When Taylor raises the concern to a team member, she is pushed to "bury" the algorithm's discrepancy in order to protect the product launch time line. In this A case, Taylor's challenge is to convince Catalise's chief product officer to delay Catalisten's launch to address the AI software's gender bias. This case set is intended for use at the MBA level in courses in business innovation, entrepreneurship, engineering, technology product development, tech ethics, and leadership and ethics. It could be taught to advanced undergraduates who have developed a foundation in GVV, ethical decision-making, or computer science.

This case set is part of the Giving Voice to Values (GVV) curriculum. To see other material in the GVV curriculum, please visit http://store.darden.virginia.edu/giving-voice-to-values. Simon is a data scientist in the advanced analytics team of a large German corporation. In its hiring process, the company uses artificial intelligence (AI) that analyzes video interviews to create personality profiles of applicants. It is Simon's job to further develop the AI software according to the needs of the HR department. In the A case, Simon is asked by his HR counterpart, Luke, to program the AI to display not only an applicant's personality profile, but also the likelihood that they will soon become pregnant. Luke justifies the request by saying that it is important that applicants be physically fit and resilient, as they must be able to operate large machines, and he does not want to put pregnant workers at risk. Although Simon has the data points and capabilities to program the software as desired, he feels uncomfortable and wants to find a way to effectively enact his values. In this B case, Simon shares his concerns with Luke. This case is intended for use at the graduate/MBA level in courses on information technology management, technology development, data ethics, organizational behavior, and leadership and ethics; it would also be suitable for advanced undergraduates in these fields.

This case set is part of the Giving Voice to Values (GVV) curriculum. To see other material in the GVV curriculum, please visit http://store.darden.virginia.edu/giving-voice-to-values. Simon is a data scientist in the advanced analytics team of a large German corporation. In its hiring process, the company uses artificial intelligence (AI) that analyzes video interviews to create personality profiles of applicants. It is Simon's job to further develop the AI software according to the needs of the HR department. In this A case, Simon is asked by his HR counterpart, Luke, to program the AI to display not only an applicant's personality profile but also the likelihood that they will soon become pregnant. Luke justifies the request by saying that it is important that applicants be physically fit and resilient, as they must be able to operate large machines, and he does not want to put pregnant workers at risk. Although Simon has the data points and capabilities to program the software as desired, he feels uncomfortable and wants to find a way to effectively enact his values. This case is intended for use at the graduate/MBA level in courses on information technology management, technology development, data ethics, organizational behavior, and leadership and ethics; it would also be suitable for advanced undergraduates in these fields.

This case set is part of the Giving Voice to Values (GVV) curriculum. To see other material in the GVV curriculum, please visit http://store.darden.virginia.edu/giving-voice-to-values. Dax Enzo is the director of the ethical machine learning and responsible artificial intelligence (AI) team at a large US-based social media company, SOCIALCORP. In their young tenure, Enzo must decide whether to release research that their team conducted on the algorithmic amplification of political content on SOCIALCORP. The research shows that SOCIALCORP's content recommendation algorithm amplifies political content of right-leaning individuals and news outlets more than it amplifies content from the political left, but it does not (yet) explain why. Additionally, the research is difficult for laypeople to understand because it is very technical, complex, and multilayered. The research is submitted to a peer-reviewed journal, but the journal takes a long time to conduct the review, in part because it can work only with an aggregated data set: the complete data set cannot be made accessible due to user privacy concerns. Enzo decides it is their responsibility to publish the research as soon as possible, even without peer review and with the risk that the research could be perceived as unsubstantiated or superficial. In this A case, Enzo's challenge is to devise a strategic action plan that facilitates SOCIALCORP's support of releasing the research without peer review. This case set is intended for use at the graduate level in business and science, technology, engineering, and math, (STEM) classrooms, for example in courses on ethics and technology, responsible data and computer science (including machine learning and AI), or technology management. It could also be taught to advanced undergraduates who have developed a foundation in GVV or ethics and technology.

This case set is part of the Giving Voice to Values (GVV) curriculum. To see other material in the GVV curriculum, please visit http://store.darden.virginia.edu/giving-voice-to-values. Dax Enzo is the director of the ethical machine learning and responsible artificial intelligence (AI) team at a large US-based social media company, SOCIALCORP. In their young tenure, Enzo must decide whether to release research that their team conducted on the algorithmic amplification of political content on SOCIALCORP. The research shows that SOCIALCORP's content recommendation algorithm amplifies political content of right-leaning individuals and news outlets more than it amplifies content from the political left, but it does not (yet) explain why. Additionally, the research is difficult for laypeople to understand because it is very technical, complex, and multilayered. The research is submitted to a peer-reviewed journal, but the journal takes a long time to conduct the review, in part because it can work only with an aggregated data set: the complete data set cannot be made accessible due to user privacy concerns. Enzo decides it is their responsibility to publish the research as soon as possible, even without peer review and with the risk that the research could be perceived as unsubstantiated or superficial. In the A case, Enzo's challenge is to devise a strategic action plan that facilitates SOCIALCORP's support of releasing the research without peer review. In this B case, students learn about Enzo's actual action plan, discuss its implications, and reflect on how these strategic steps can inform their own professional practice vis-à-vis the enactment of their values. This case set is intended for use at the graduate level in business and science, technology, engineering, and math, (STEM) classrooms, for example in courses on ethics and technology, responsible data and computer science (including machine learning and AI), or technology management. It could also be taught

This case set is part of the Giving Voice to Values (GVV) curriculum. To see other material in the GVV curriculum, please visit http://store.darden.virginia.edu/giving-voice-to-values. Tom Patton is the head of internal communication at a cybersecurity company, RothBabbitt Cyber (RothBabbitt), which was the victim of a significant cyberattack. After informing Patton about the situation, his supervisor, Chief Communication Officer Lucille Givens, tells him to develop a plan to communicate the bad news to employees. Because the cyberattack is being announced to the public in two days, Patton will have only 24 hours to complete his plan. Fearing additional legal exposure, Givens and the company's general counsel instruct Patton not to share this news with anyone not already informed and to minimize the details that leadership will communicate to employees. Patton disagrees with this approach because he believes it is dishonest and unwise. He also thinks the company should be more transparent with the public. In his view, the right path is to provide full disclosure to employees who will already feel blindsided by the news. This case set is intended for use at the MBA level in courses on Strategic Communication, Organizational Behavior, Leadership, Tech Ethics, and Ethics. While it was written for an MBA curriculum, it can also be used by graduate and advanced undergraduate students in Communication, Journalism, or Computer Science who have experience employing the ideas in Mary Gentile's Giving Voice to Values (GVV) book and curriculum.

This case set is part of the Giving Voice to Values (GVV) curriculum. To see other material in the GVV curriculum, please visit http://store.darden.virginia.edu/giving-voice-to-values. Tom Patton is the head of internal communication at a cybersecurity company, RothBabbitt Cyber (RothBabbitt), which was the victim of a significant cyberattack. After informing Patton about the situation, his supervisor, Chief Communication Officer Lucille Givens, tells him to develop a plan to communicate the bad news to employees. Because the cyberattack is being announced to the public in two days, Patton will have only 24 hours to complete his plan. Fearing additional legal exposure, Givens and the company's general counsel instruct Patton not to share this news with anyone not already informed and to minimize the details that leadership will communicate to employees. Patton disagrees with this approach because he believes it is dishonest and unwise. He also thinks the company should be more transparent with the public. In his view, the right path is to provide full disclosure to employees who will already feel blindsided by the news. This case set is intended for use at the MBA level in courses on Strategic Communication, Organizational Behavior, Leadership, Tech Ethics, and Ethics. While it was written for an MBA curriculum, it can also be used by graduate and advanced undergraduate students in Communication, Journalism, or Computer Science who have experience employing the ideas in Mary Gentile's Giving Voice to Values (GVV) book and curriculum.

This case set is part of the Giving Voice to Values (GVV) curriculum. To see other material in the GVV curriculum, please visit http://store.darden.virginia.edu/giving-voice-to-values. In the A case, Tasha, leader of a data analytics team at Gotham Children's Hospital, is confronted with an ethical dilemma when her supervisor, Beatriz, suggests a facial recognition system at the hospital. The proposed project would draw on images in the hospital's database, as well publicly available images and information about arrest records, to identify visitors and trigger alarms when flagged individuals enter certain areas of the hospital. While her team is interested in the project, Tasha is concerned about privacy, bias in automated systems, public relations, and opportunity costs. In this B case, Tasha brings her concerns to Beatriz and outlines the ways in which the project would conflict with the core mission of the organization. This case set is intended to be used with students from a wide range of backgrounds, including especially team leads (who may have an MBA or other graduate-level degree) and data scientists. It would be particularly useful in courses on data ethics, technological innovation, technology management, and data law or policy.

This case set is part of the Giving Voice to Values (GVV) curriculum. To see other material in the GVV curriculum, please visit http://store.darden.virginia.edu/giving-voice-to-values. In this A case, Tasha, leader of a data analytics team at Gotham Children's Hospital, is confronted with an ethical dilemma when her supervisor, Beatriz, suggests a facial recognition system at the hospital. The proposed project would draw on images in the hospital's database, as well publicly available images and information about arrest records, to identify visitors and trigger alarms when flagged individuals enter certain areas of the hospital. While her team is interested in the project, Tasha is concerned about privacy, bias in automated systems, public relations, and opportunity costs. This case set is intended to be used with students from a wide range of backgrounds, including especially team leads (who may have an MBA or other graduate-level degree) and data scientists. It would be particularly useful in courses on data ethics, technological innovation, technology management, and data law or policy.

This case is part of the Giving Voice to Values (GVV) curriculum. To see other material in the GVV curriculum, please visit http://store.darden.virginia.edu/giving-voice-to-values. Gia is an early-career data analyst at an industry-leading social media company. When she is asked to prepare a research report presenting analysis of user data, Gia is confronted with a challenge. After conducting thoughtful research and reviewing previous reports, she is troubled by data suggesting that her company's flagship product is negatively impacting young users. Her supervisor advises her that acting on these concerns is futile and may lead to consequences for her prospects at the company. Despite this warning, Gia wants to raise these concerns to her superiors, but she is unsure how to do so effectively. This fictionalized case addresses ethical issues around social media, data, and young users, as well as strategies for early-career employees to voice concerns to superiors.

This case is part of the Giving Voice to Values (GVV) curriculum. To see other material in the GVV curriculum, please visit http://store.darden.virginia.edu/giving-voice-to-values. Gia is an early-career data analyst at an industry-leading social media company. When she is asked to prepare a research report presenting analysis of user data, Gia is confronted with a challenge. After conducting thoughtful research and reviewing previous reports, she is troubled by data suggesting that her company's flagship product is negatively impacting young users. Her supervisor advises her that acting on these concerns is futile and may lead to consequences for her prospects at the company. Despite this warning, Gia wants to raise these concerns to her superiors, but she is unsure how to do so effectively. This fictionalized case addresses ethical issues around social media, data, and young users, as well as strategies for early-career employees to voice concerns to superiors.

This case is part of the Giving Voice to Values (GVV) curriculum. To see other material in the GVV curriculum, please visit http://store.darden.virginia.edu/giving-voice-to-values. Anni Anderson is the founder and CEO of Selah, a software and application company that aims to support users with everyday communication. Selah is a relatively young start-up that saw explosive customer-acquisition growth during the COVID-19 pandemic. Much to Anderson's disappointment, Selah experiences a ransomware attack on the eve of closing its largest-ever round of funding from venture capitalists. As Anderson surveys her executive team in an emergency meeting, it becomes clear that the ransomware attack jeopardizes Selah's standing not only among users but also among investors. Additionally, Anderson must communicate with Selah's staff and board of directors, not to mention regulators, industry partners, and the media. In the A case, Anderson's challenge is to organize and communicate her company's response vis-à-vis the cyberattack. In the B case, we read a synopsis of effective responses that have actually been deployed in such situations. This case set addresses cybersecurity through the lens of one manager's experience, paying particular attention to how she communicates with a broad array of stakeholders about the incident and company response. The case serves the educational interests of those aiming to train managers in areas such as crisis communication, risk management, and voicing values in matters of organizational decision-making.

This case is part of the Giving Voice to Values (GVV) curriculum. To see other material in the GVV curriculum, please visit http://store.darden.virginia.edu/giving-voice-to-values. Anni Anderson is the founder and CEO of Selah, a software and application company that aims to support users with everyday communication. Selah is a relatively young start-up that saw explosive customer-acquisition growth during the COVID-19 pandemic. Much to Anderson's disappointment, Selah experiences a ransomware attack on the eve of closing its largest-ever round of funding from venture capitalists. As Anderson surveys her executive team in an emergency meeting, it becomes clear that the ransomware attack jeopardizes Selah's standing not only among users but also among investors. Additionally, Anderson must communicate with Selah's staff and board of directors, not to mention regulators, industry partners, and the media. In the A case, Anderson's challenge is to organize and communicate her company's response vis-à-vis the cyberattack. In the B case, we read a synopsis of effective responses that have actually been deployed in such situations. This case set addresses cybersecurity through the lens of one manager's experience, paying particular attention to how she communicates with a broad array of stakeholders about the incident and company response. The case serves the educational interests of those aiming to train managers in areas such as crisis communication, risk management, and voicing values in matters of organizational decision-making.

As a senior project manager for the Colombian office of a consulting services firm, Lucia is responsible for hiring decisions regarding junior consultants. During a recent recruitment process, Lucia found out that a candidate who had achieved a perfect score at the written test had cheated, with the help of Lucia's subordinate and close friend. She further learned that this candidate had been motivated to commit fraud because of the medical needs of his young daughter. The A case asks students to step into Lucia's shoes and figure out an action plan that is both developmental (rather than merely punitive) and true to her values; this B case presents students with Lucia's actual solution to the value conflict. This case set is intended for undergraduate students taking leadership, human resources, or ethics courses. The approach is based on the Giving Voice to Values (GVV) curriculum authored by Mary C. Gentile.

As a senior project manager for the Colombian office of a consulting services firm, Lucia is responsible for hiring decisions regarding junior consultants. During a recent recruitment process, Lucia found out that a candidate who achieved a perfect score on the written test had cheated, with the help of Lucia's subordinate and close friend. She further learned that this candidate was motivated to commit fraud because of the medical needs of his young daughter. This A case asks students to step into Lucia's shoes and figure out an action plan that is both developmental (rather than merely punitive) and true to her values. This case set is intended for undergraduate students taking leadership, human resources, or ethics courses. The approach is based on the Giving Voice to Values (GVV) curriculum authored by Mary C. Gentile.

In August 2004, Interbolsa's risk management committee had to decide upon a request to double the authorized quota for repurchase agreements (repos) on Interbolsa's own stock. Two months earlier, Jorge Arabia had joined Interbolsa, the largest stock brokerage firm in Colombia, as CFO. In this role, he had a seat in the risk management committee. Arabia had noticed that these repos carried large and diverse risks, not only for the firm but also for other stakeholders, that would lead to an eventual solvency crisis if they were not contained. And the repo business as conducted at Interbolsa entailed conflicts of interest, violated fiduciary duty to the firm's clients, and relied upon lax reporting practices to make transacted volumes meet limits imposed by regulation. However, this business was an important source of revenue for Interbolsa's majority shareholders, including the firm's CEO. The field-based A case asks students what they could do if they were in Arabia's role and wanted to stop the repo time-bomb. Students must create an action plan, based on information available in the case, aimed at preventing further increases in the repo quota. In this B case, the two faculty case authors reflect upon the problem and discuss what they think Arabia could have done to try to prevent the increase in repo operations.

In August 2004, Interbolsa's risk management committee had to decide upon a request to double the authorized quota for repurchase agreements (repos) on Interbolsa's own stock. Two months earlier, Jorge Arabia had joined Interbolsa, the largest stock brokerage firm in Colombia, as CFO. In this role, he had a seat in the risk management committee. Arabia had noticed that these repos carried large and diverse risks, not only for the firm but also for other stakeholders, that would lead to an eventual solvency crisis if they were not contained. And the repo business as conducted at Interbolsa entailed conflicts of interest, violated fiduciary duty to the firm's clients, and relied upon lax reporting practices to make transacted volumes meet limits imposed by regulation. However, this business was an important source of revenue for Interbolsa's majority shareholders, including the firm's CEO. The field-based A case asks students what they could do if they were in Arabia's role and wanted to stop the repo time-bomb. Students must create an action plan, based on information available in the case, aimed at preventing further increases in the repo quota. In the B case, the two faculty case authors reflect upon the problem and discuss what they think Arabia could have done to try to prevent the increase in repo operations.

Susan, a first-year analyst at a trading firm, is the only woman among a tight-knit group of 30 analysts, now that Paulette has just been promoted to associate from third-year analyst. She and the rest of the analysts are summoned to an HR meeting because one of the male analysts has been putting Post-It Notes with drawings of penises in Paulette's workspace. All the analysts know who the offender is, but no one, including Susan, identifies him. After the meeting, Susan realizes that what she had considered a joke is actually harassment that could be hurting Paulette. This B case follows Susan's decision and ensuing actions.

Susan, a first-year analyst at a trading firm, is the only woman among a tight-knit group of 30 analysts, now that Paulette has just been promoted to associate from third-year analyst. She and the rest of the analysts are summoned to an HR meeting because one of the male analysts has been putting Post-It Notes with drawings of penises in Paulette's workspace. All the analysts know who the offender is, but no one, including Susan, identifies him. After the meeting, Susan realizes that what she had considered a joke is actually harassment that could be hurting Paulette. The B case follows Susan's decision and ensuing actions.