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This fictitious case study explores the challenges facing CoolBurst, a Miami-based fruit-juice company. For over a decade, CoolBurst had ruled the market in the Southeast. Why, then, are its annual revenues stuck at $30 million, and why have profits been stagnant for four years straight? CoolBurst's new CEO, Luisa Reboredo, knows that the company's survival--and her own--depend on the answers. Reboredo has succeeded former utilitarian CEO Garth LeRoue. While LeRoue had undeniably made CoolBurst into the well-oiled machine it was, he'd also been stubborn in enforcing a culture of tradition, self-discipline, and respect for authority--a culture so staid and polite, it left little room for employees to be creative. LeRoue, for instance, had almost fired two of CoolBurst's most creative employees for inventing four new drinks without his permission. Sam Jenkins, one of those employees, had been so angered by the incident that he left the company to work for CoolBurst's largest competitor. How can Reboredo encourage her employees to start thinking creatively. And how can she nurture any creative individuals who may join the company in the future? In 97511 and 97511Z, commentators Paul Barker, Teresa M. Amabile, Manfred F.R. Kets de Vries, Gareth Jones, and Elspeth McFadzean offer advice on this fictional case study.

This fictitious case study explores the challenges facing CoolBurst, a Miami-based fruit-juice company. For over a decade, CoolBurst had ruled the market in the Southeast. Why, then, are its annual revenues stuck at $30 million, and why have profits been stagnant for four years straight? CoolBurst's new CEO, Luisa Reboredo, knows that the company's survival--and her own--depend on the answers. Reboredo has succeeded former utilitarian CEO Garth LeRoue. While LeRoue had undeniably made CoolBurst into the well-oiled machine it was, he'd also been stubborn in enforcing a culture of tradition, self-discipline, and respect for authority--a culture so staid and polite, it left little room for employees to be creative. LeRoue, for instance, had almost fired two of CoolBurst's most creative employees for inventing four new drinks without his permission. Sam Jenkins, one of those employees, had been so angered by the incident that he left the company to work for CoolBurst's largest competitor. How can Reboredo encourage her employees to start thinking creatively. And how can she nurture any creative individuals who may join the company in the future? In 97511 and 97511Z, commentators Paul Barker, Teresa M. Amabile, Manfred F.R. Kets de Vries, Gareth Jones, and Elspeth McFadzean offer advice on this fictional case study.

Consists of eight separate parts. These parts can be used separately, a few at a time, or all eight at once. Link.Com: A Silicon Valley Legend is a short introduction that provides a brief overview of the company. Link.Com is a large, multinational computer company, with a spectacular growth and profitability record. Organizational charts show the structure of the firm and the positions of the eight top-ranking women in the company (seven of whom contributed to this series of cases). This material can be used to introduce any of the seven individual stories that follow: Natalie Kramer's Story, Ana Ibarra's Story, Denise Brousseau's Story, Patricia Sullivan's Story, Kathleen Casey's Story, Mariana Torcelli's Story, and Masako Hirada's Story.

Covers approximately six months in the life of a recent second-year Harvard Business School student. The focus is on the career decision-making process. The protagonist is considering three choices.

Three brothers inherit a business in Egypt; the complications begin as each gets married, has a family, and becomes torn among different family interests. Now the third generation is appearing.

Senior functional officers (marketing, manufacturing, research & development, control, and human resources) clash over alternative ideas for turning around a business in decline. The general manager is faced not only with choosing between competing ideas, but also managing conflict and determining whether his consensus-oriented style is appropriate to the needs of the situation.

Top level managers know that conflict over issues is natural and even necessary. Management teams that challenge one another's thinking develop a more complete understanding of their choices, create a richer range of options, and make better decisions. But the challenge--familiar to anyone who has ever been part of a management team--is to keep constructive conflict over issues from degenerating into interpersonal conflict. From their research on the interplay of conflict, politics, and speed in the decision-making process of management teams, the authors have distilled a set of tactics characteristic of high-performing teams. These tactics work because they keep conflict focused on issues; foster collaborative, rather than competitive, relations among team members; and create a sense of fairness in the decision-making process.

Susan Carter, a partner at a prestigious strategy consulting firm, is caught in a dilemma she never expected: her firm's most important client has made an unwanted sexual advance toward her. As a friend of Susan's observes afterward, "The easy part was saying no. The hard part will be picking up the pieces." Susan is a savvy, successful professional who has spent the 12 years since business school climbing the corporate ladder. But this event throws her off balance, forcing her to confront some of the most subtle issues of power and inclusion at the highest levels of her organization. Her story takes us beyond the legal issue of sexual harassment to explore how gender can influence who is--and isn't--welcome at the top. In 97208 and 97208Z, commentators Gillian Derbyshire, Anthony P. D'Andrea, J. William Codinha, and Freada Klein offer advice on this fictional case study.

Susan Carter, a partner at a prestigious strategy consulting firm, is caught in a dilemma she never expected: her firm's most important client has made an unwanted sexual advance toward her. As a friend of Susan's observes afterward, "The easy part was saying no. The hard part will be picking up the pieces." Susan is a savvy, successful professional who has spent the 12 years since business school climbing the corporate ladder. But this event throws her off balance, forcing her to confront some of the most subtle issues of power and inclusion at the highest levels of her organization. Her story takes us beyond the legal issue of sexual harassment to explore how gender can influence who is--and isn't--welcome at the top. In 97208 and 97208Z, commentators Gillian Derbyshire, Anthony P. D'Andrea, J. William Codinha, and Freada Klein offer advice on this fictional case study.

Susan Carter, a partner at a prestigious strategy consulting firm, is caught in a dilemma she never expected: her firm's most important client has made an unwanted sexual advance toward her. As a friend of Susan's observes afterward, "The easy part was saying no. The hard part will be picking up the pieces." Susan is a savvy, successful professional who has spent the 12 years since business school climbing the corporate ladder. But this event throws her off balance, forcing her to confront some of the most subtle issues of power and inclusion at the highest levels of her organization. Her story takes us beyond the legal issue of sexual harassment to explore how gender can influence who is--and isn't--welcome at the top. In 97208 and 97208Z, commentators Gillian Derbyshire, Anthony P. D'Andrea, J. WilliaM Codinha, and Freada Klein offer advice on this fictional case study.

Summarizes six principles of effective persuasion. A rewritten version of an earlier note.

Introduces students to Peter Black's tactical approach toward building coalitions.

This note presents a six-step model of leadership effectiveness: (1) clarifying who you are (personal values and mission), (2) clarifying what you want (strategic vision), (3) clarifying what others can contribute (participative leadership), (4) supporting others so they can contribute (organizational redesign), (5) relentlessness, and (6) monitoring and celebrating progress.

This note describes the world-class-performance model developed by Doug Newburg at the U.Va. Medical Center. Newburg's sample includes Olympic athletes, successful CEOs, world-famous musicians, and leading heart surgeons. The model also relates to the concept of "flow" and suggests an answer to the question, "What is the meaning of life?" The note is useful in courses on leadership, career management, and organizational behavior.

The DSL de Mexico case series consists of four cases (one primary case and three one- page case extensions) which focus on the ethical dilemmas managers often face in international business. DSL is a $200 million, US-based shipping company, which is relatively new to Mexico. The DSL (A) case documents the history of DSL in Mexico; reviews industry conditions and provides background on the devaluation of the Mexican peso. The case focuses on Lane Cook, the 28 year old General Manager of DSL de Mexico, as he contemplates how to respond to a questionable request by a potential customer. The accompanying DSL de Mexico (B) and (C) cases present a series of follow-up ethical dilemmas for Cook to address. The (D) case can be handed out at the end of the class period as an up-date. The entire case series should fill a 90-minute class.

Supplements the (A) case.

The Challenger disaster cannot be accounted for by reductionist explanations that direct attention only toward individual actors, nor by theories that focus solely on communication failure or the social psychological dynamics of the infamous eve-of-launch teleconference. The cause of the tragedy was rooted in historic organizational and environmental contingencies that preceded the launch decision. By tracing the connection between top policy decisions and decisions by engineers and managers assigned to do risky work, this analysis contradicts conventional understandings about what happened at NASA. As a consequence, this case contains new lessons for both managers and students of organizations.

Seeking to dispose of an outmoded oil drilling platform in the North Sea, Shell finds itself confronted by Greenpeace and other environmentalists. The protesters land 12 people onto the rig and initiate media coverage of their "occupation." The case follows the events during the spring and summer of 1995, focusing on the United Kingdom and Continent countries. Students are confronted with the need to recommend communication approaches and actions at various stages of the developments.

Trinity College was an elite, private, liberal-arts college of some 1,800 students located in Hartford, CT. When Tom Gerety was chosen as Trinity's 17th president in 1989, he pledged to stay for ten years. Now less than five years at the job, Gerety announced he was resigning to become president at Amherst. For Alfred Koeppel, the chairman of Trinity's Board of Trustees, Gerety's decision could not have come at a worse time. The college was about to announce a $100 million capital campaign. Its number two position, the dean of the faculty, was vacant and Trinity's initiative to redevelop its urban neighborhood had just started. In addition to these difficulties, Gerety's defection to Amherst was doubly painful because Trinity considered Amherst a direct rival for students and reputation. This case discusses the development of Gerety and Koeppel's relationship, the unfinished business that Gerety leaves behind at the time of his resignation, the anger and feelings of betrayal on campus, and the search for interim and permanent president. Written from board chairman Koeppel's perspective and highlights the many roles and duties a board chairman might have to assume in a crisis.

Supplements the (A) case.