Case Teaching and Writing Workshop for Faculty: July 2013

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    13-May-2015

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On July 15, Scale Up Milwaukee held a day-long workshop for academics throughout the region: Case Teaching and Writing Workshop for Faculty. This free workshop was designed exclusively for entrepreneurship faculty at higher education institutions, MBA and advanced BA programs, who use teaching cases (HBS-style) or are planning on teaching case-based classes in MBA or related programs. Dan Isenberg will teach this unique workshop: Dan has taught for 11 years at Harvard Business School and has published over 25 HBS entrepreneurship cases, one of which is used to teach all incoming HBS students how to read and discuss cases. One of Dans videos is used to teach incoming HBS faculty the art of case teaching. This is a great opportunity for Southeast Wisconsin. The workshop will consist of a case discussion, an analysis of the discussion and use and structure of the case, and a detailed description of case writing and case teaching dos and donts. This workshop will be of use even for faculty who are teaching cases (or strongly interested in doing so) but dont have current plans to write their own.

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  • 1.EntrepreneurshipPolicyAdvisors Copyright2011,2012,2013DanielIsenberg EntrepreneurshipPolicyAdvisors EntrepreneurshipPolicyAdvisors CaseTeachingandWriBng July2013 7/22/13 1 www.entrepreneurial-revolution.com dan@isen.com

2. EntrepreneurshipPolicyAdvisors Copyright2011,2012,2013DanielIsenberg EntrepreneurshipPolicyAdvisors EntrepreneurshipPolicyAdvisors 7/22/13 2 3. EntrepreneurshipPolicyAdvisors Copyright2011,2012,2013DanielIsenberg EntrepreneurshipPolicyAdvisors EntrepreneurshipPolicyAdvisors TodaysObjecBves Understandcaseteachingmethod Understandclassroomprocessincasediscussions Toincreaseuseofcasesinyourclasses FornewcasestobewriLenANDused 4. EntrepreneurshipPolicyAdvisors Copyright2011,2012,2013DanielIsenberg EntrepreneurshipPolicyAdvisors EntrepreneurshipPolicyAdvisors Todaysagenda Usingthecasemethod-discussion UsingPACIVcaseasanexample Casediscussion WriBngcases(starBng) Exercise Discussionandconclusion PROCESS:PARTICIPATIVE LEARNFROMEACHOTHERASWELL PCSANDSMARTPHONESOFFPLEASE 7/22/13 4 5. EntrepreneurshipPolicyAdvisors Copyright2011,2012,2013DanielIsenberg EntrepreneurshipPolicyAdvisors EntrepreneurshipPolicyAdvisors Howwouldyoudeneateachingcase? 7/22/13 5 6. EntrepreneurshipPolicyAdvisors Copyright2011,2012,2013DanielIsenberg EntrepreneurshipPolicyAdvisors EntrepreneurshipPolicyAdvisors Howwouldyoudeneateachingcase? Engineeringoflearningexperiencesvia discussionanddebatearoundacommonset offactsanddecisions 7/22/13 6 7. EntrepreneurshipPolicyAdvisors Copyright2011,2012,2013DanielIsenberg EntrepreneurshipPolicyAdvisors EntrepreneurshipPolicyAdvisors Whyuseteachingcases? 7/22/13 7 8. EntrepreneurshipPolicyAdvisors Copyright2011,2012,2013DanielIsenberg EntrepreneurshipPolicyAdvisors EntrepreneurshipPolicyAdvisors Whatisthecasediscussionmethod? 7/22/13 8 9. EntrepreneurshipPolicyAdvisors Copyright2011,2012,2013DanielIsenberg EntrepreneurshipPolicyAdvisors EntrepreneurshipPolicyAdvisors ThereisnotONEcasemethod ThisistheDanielIsenbergversion 7/22/13 9 10. EntrepreneurshipPolicyAdvisors Copyright2011,2012.2013DanielIsenberg EntrepreneurshipPolicyAdvisors EntrepreneurshipPolicyAdvisors 10 PACIVCaseDiscussion 1.Studygroups 2.Debrief 3.Casediscussion 4.Debrief 11. EntrepreneurshipPolicyAdvisors Copyright2011,2012,2013DanielIsenberg EntrepreneurshipPolicyAdvisors EntrepreneurshipPolicyAdvisors ParBcipant-CenteredLearning 11 Experience ReectGeneralize Learning or Teaching? Cognitive complexity Learning to act 12. EntrepreneurshipPolicyAdvisors Copyright2011,2012.2013DanielIsenberg EntrepreneurshipPolicyAdvisors EntrepreneurshipPolicyAdvisors 12 TeachingPlanforPACIV 13. EntrepreneurshipPolicyAdvisors Copyright2011,2012,2013DanielIsenberg EntrepreneurshipPolicyAdvisors EntrepreneurshipPolicyAdvisors 13 14. EntrepreneurshipPolicyAdvisors Copyright2011,2012,2013DanielIsenberg EntrepreneurshipPolicyAdvisors EntrepreneurshipPolicyAdvisors 14 15. EntrepreneurshipPolicyAdvisors Copyright2011,2012,2013DanielIsenberg EntrepreneurshipPolicyAdvisors EntrepreneurshipPolicyAdvisors 15 16. EntrepreneurshipPolicyAdvisors Copyright2011,2012,2013DanielIsenberg EntrepreneurshipPolicyAdvisors EntrepreneurshipPolicyAdvisors ArtsofCaseTeaching Whatyouteachvs.whattheylearn Whattheylearnfromeachothervs.fromselves NeedtoexpendcogniBveeort SBmulaBnginteresBng,funny,provocaBve Manytechniques: Coldcalling,roleplaying,pitches,debates,smallgroups 7/22/13 16 17. EntrepreneurshipPolicyAdvisors Copyright2011,2012.2013DanielIsenberg EntrepreneurshipPolicyAdvisors EntrepreneurshipPolicyAdvisors 17 CaseWriBngAdvice DontwritecasesaboutinteresBngventures WritecasesaboutventureswithinteresBngproblems(decisions/challenges) ALWAYSstartwithacurriculumneed PACIV:toteachstudentshowsmallventuresglobalize Examples: DoNOTwritecasesjustbecausetheyareinteresBng ThenlocateanE-Rwhohashadaproblemwiththatissue Examples: IniBalinterviewstoidenBfyspecicacBonissue ALWAYSspecicpointinBme,ALWAYSspecicactor(protagonist) Couldbeinpast,orpresent IdenBfyaspecicdilemmaordecisionthatrequiresacBonandthathas someclassroomacBon:debate,roleplay.SHARPissue. PACIV:HireSnelgrove?AgreetogivehimEurope?RoleplaynegoBaBon IdenBfyaddiBonalissuesthatmightnotrequiredecisions PACIV:Companyculture,Jorgeshistory,nances,marketsizing Trytohaveonesmall(orlarge)quanBtaBveissueineachcase Sharpvs.dullissues 7/22/13 18. EntrepreneurshipPolicyAdvisors Copyright2011,2012.2013DanielIsenberg EntrepreneurshipPolicyAdvisors EntrepreneurshipPolicyAdvisors 18 CaseWriBngAdvice(2) ALWAYSwritefromE-RsperspecBve UseaparBcularpointinthepast,monthdayandyear DonotincludeinformaBonthattheE-Rdidnothave Letthefactstellthestory. Avoidvaluejudgements,interpretaBons,youropinions Rodriguezwasanexcellentsalesman.NO Howcanyousaythisfactually??? WriteinpassedtenseALWAYS. DontoverloadwithirrelevantfactsthattheE-Rdidnothaveorjustbecause theyarethere UsepoeBclicense ChangequotesasneededandgetE-Rapprovallater Allowfordiscoveryandsurprise Whileresearchingcase:newissues,conicts,etc. Whileteaching,newthemes,topics,lessons Revise,reviserevise 7/22/13 19. EntrepreneurshipPolicyAdvisors Copyright2011,2012.2013DanielIsenberg EntrepreneurshipPolicyAdvisors EntrepreneurshipPolicyAdvisors 19 CaseWriBngAdvice(3) Structuringthecase Act1 Protagonist Timeframe Decision EmoBon,urgency,drama Act2 Personalbiography,uptolaunchofventure Act3 Marketproblem,opportunity Companysproducts,services CompeBBon Strategy Act4 InternalorganizaBon,HR,personalstyle Problemtobesolved,background Act5 SeingupdecisioninAct1 AddiBonalperspecBve,arguments Exhibits Thingsthatcannoteasilybepresentedassimpletext Tables,gures BeselecBve 7/22/13 20. EntrepreneurshipPolicyAdvisors Copyright2011,2012,2013DanielIsenberg EntrepreneurshipPolicyAdvisors EntrepreneurshipPolicyAdvisors Exerciseinterviewingreal entrepreneurs 7/22/13 20 21. EntrepreneurshipPolicyAdvisors Copyright2011,2012,2013DanielIsenberg EntrepreneurshipPolicyAdvisors EntrepreneurshipPolicyAdvisors Debrief 7/22/13 21 22. EntrepreneurshipPolicyAdvisors Copyright2011,2012,2013DanielIsenberg EntrepreneurshipPolicyAdvisors EntrepreneurshipPolicyAdvisors BackgroundMaterials 7/22/13 22 23. EntrepreneurshipPolicyAdvisors Copyright2011,2012,2013DanielIsenberg EntrepreneurshipPolicyAdvisors EntrepreneurshipPolicyAdvisors CogniBveComplexity Dimensionality: NumberofperspecBvesweusetolookata situaBon ResoluBon: HowmanydisBncBonswemakeoneach dimension Interconnectedness: HowmanyrelaBonsweperceiveamongthe dimensions 24. EntrepreneurshipPolicyAdvisors Copyright2011,2012,2013DanielIsenberg EntrepreneurshipPolicyAdvisors EntrepreneurshipPolicyAdvisors Alargeindustrialproductsdivisionhaslost marketshareby5%ineachofthelast2 years Context:increasedcompeBBon,changedregulatory environment Strategy:dierenBatedproducer People:lackofindustrialproductsmarkeBngexperience, moreinconsumerandservices OrganizaBon:unclearperformancecriteria,recentmerger oftwosalesdepartments Culture:HistoricallyR&Ddriven,founderanengineer Governance:family-owned,lowtransparency 25. EntrepreneurshipPolicyAdvisors Copyright2011,2012,2013DanielIsenberg EntrepreneurshipPolicyAdvisors EntrepreneurshipPolicyAdvisors 25 26. EntrepreneurshipPolicyAdvisors Copyright2011,2012,2013DanielIsenberg EntrepreneurshipPolicyAdvisors EntrepreneurshipPolicyAdvisors CogniBveComplexityImpactsAcBon Bothsimpleandcomplexthinkersmightconclude:"need toreplacetheVPsales" ThecomplexthinkerwouldaddressmulBpledimensions indecisionandacBonplan,notjustreVPsales ThecomplexthinkerwouldunderstandthatreplacingVP salesmightimpactotherdimensions(culture)andhave unintendedconsequences 27. EntrepreneurshipPolicyAdvisors Copyright2011,2012,2013DanielIsenberg EntrepreneurshipPolicyAdvisors EntrepreneurshipPolicyAdvisors EnlargedRepertoireofPossibiliBes CumulaBveexperienceofmanycasesituaBons WhatdidthegeneralmanagerfromP&Gdoina similarsituaBon? HowdidthefounderofGrameenPhoneact? WhatdidtheCEOofWidgetInc.dotosolvethis? AlternaBvespresentedbyotherparBcipantsin thesamecasediscussion 28. EntrepreneurshipPolicyAdvisors Copyright2011,2012,2013DanielIsenberg EntrepreneurshipPolicyAdvisors EntrepreneurshipPolicyAdvisors ExpandedSelf-Awareness Learntopresent LearntolistentoreacBons Learntoengageindebate Learntore-evaluateone'sownposiBon Learnhowourideasareperceivedbymany people