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Comm 101 4 - Sept 18 - Case Method.docx
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Department
Commerce
Course
COMM 101
Professor
Jeff Kroeker
Semester
Fall

Description
September 19 , 2012 CLASS 4: CASE METHOD In class 4 we will cover an introduction to case methodology and then work through the Lululemon “live case” that is due at 8 a.m. on that day. By way of preparation, please review the Video: Introduction to Case • Purpose: contained learning environment, simplified scenario – dramatization of a challenge • Market research – decision brief • Questions to ask: o What is the impact on our business? (Social, political, etc) o Will our customers buy our product? o How do we prove efficiency, teamwork, etc? • Beware the trap of a gut response • “My analysis shows” instead of “I think” “I feel” • Short process – Issues, analysis, Implementation of plan • Long process – issues, analysis, alternative solutions, decision criteria, evaluate, recommendation, implementation plan, assumption • Ishikawa Fish Diagram/ Cause and Effect Diagram • Issue Sorting Tool – prioritization grid • Analysis – Where are you in your education/what you learned? What is the nature of the case? • Recommendation – rarely only one, generate alternative solutions • Implementation –> Assumptions (missing data, etc) Note, the hand-in “live case” only requires you to use one tool: the SWOT grid. But in the video we introduce two other tools, which will be applied in class. Some optional but helpful resources on learning with cases: Lam library online. • http://guides.library.ubc.ca/case_analysis#http://resolve.library.ubc.ca/cgibin/cats earch?bid=3726649 • http://webcat2.library.ubc.ca/vwebv/holdingsInfo?bibId=3780875 • http://webcat2.library.ubc.ca/vwebv/holdingsInfo?bibId=3726649 Tuckman's stages of group development The Forming – Storming – Norming – Performing model of group development was first proposed by Bruce Tuckman in 1965, who maintained that these phases are all necessary and inevitable in order for the team to grow, to face up to challenges, to tackle problems, to find solutions, to plan work, and to deliver results. This model has become the basis for subsequent models. • The individual's behavior is driven by a desire to be accepted by the others, and avoid controversy or conflict. •
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