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Learning with Cases

Learning with Cases. Ideas from the book “Learning with Cases” by Louise A. Mauffette-Leenders , James A. Erskine and Michiel R. Leenders from Ivey School of Business at the University of Western Ontario Presented by Tad Brinkerhoff, International Student Orientation August 1, 2013.

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Learning with Cases

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  1. Learning with Cases Ideas from the book “Learning with Cases” by Louise A. Mauffette-Leenders, James A. Erskine and Michiel R. Leenders from Ivey School of Business at the University of Western Ontario Presented by Tad Brinkerhoff, International Student Orientation August 1, 2013

  2. What is a business case? • A story • A situation • Involves a decision • Field based • Might contain certain kind of data • Generally there is no right answer • Two types of cases: decision based and problem based

  3. Why are cases used? • Started at Harvard Business School • Learn by doing • Assume roles of a manager/leader • Consider different perspectives of a problem • Practice the art and science of management • Make decisions with available information

  4. Case Analysis • Analytical approach: What is the key decision or issue in the case? • Conceptual approach: What theories, concepts or techniques might be useful in the understanding and/or resolution of this case? • Case learning process • Individual preparation • Small group discussion • Large group or class discussion

  5. Individual preparation • Short cycle • Read opening and ending paragraphs • Who? What? Why? When? How? • Quick look at the case exhibits • Quick review of case subtitles • Skim case body • Read assignment questions and reflect

  6. Individual preparation • Long cycle • Read the case • Analyze the case • Define the issue • Analyze the case data • Generate alternatives • Selection decision criteria • Assess alternatives • Select preferred alternative • Develop an action and implementation plan

  7. Small group discussion • Discussion leader • Time limit • Attendance and participation rules • Commitment to each other • Trust • Rules for communication

  8. Large Group discussion • Start the discussion • Issues identification • Analysis • Alternatives and decision • Action and implementation

  9. Effective participation hints • Don’t repeat facts of the case • Don’t make unrealistic assumptions • Don’t monopolize the discussion • Back up claims • Use data and quantitative analysis • Consider use of mind mapping • Case interview prep resources

  10. Additional resources to consider • Learning with cases – published by Ivey School of Business • Ace Your Case II by Webfeet Insider Guide (free at Purdue Library) • Case Analysis Coach from HBS Press (online resource) • The Case Study Handbook: How to read, discuss, and write persuasively about cases by William Ellet through HBS Press

  11. Let’s practice with Brian • Individual analysis • Read the case • Analyze the case • Define the issue • Analyze the case data • Generate alternatives • Selection decision criteria • Assess alternatives • Select preferred alternative • Develop an action and implementation plan • Small group discussion • Large group discussion (issues, analysis, alternatives, action) • Questions • Reflection

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