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Case Analysis #3

Case: “Barbara Norris: Leading Change in the General Surgery Unit”, Harvard Business School, 2009, Ref#9-409-090

Please read the case and address the question below.

Barbara has just held an offsite with her unit. The case ends with her pondering a couple of questions about acknowledgement and how she should follow up with her boss. Before she goes down those roads, she decides to take a step back and call you, a change leadership consultant, to help her think through her leadership dilemma. All the information you have is in the case provided. Prepare a response to the following question:

Do you think Barbara can turn the GSU around? If yes, what actions would you suggest she take over the next two months? If not, what actions could Barbara have taken to produce a different outcome than the one she faces today?

Please choose one of the directions above; you do not need to address both.

In your response, develop your argument using any of the concepts you think are most relevant to this case:

* Heuristic traps

* Thinking approaches, leadership styles

* Knowing / thinking

* Types of change

* Organizational learning

* Planned / emergent change

* Mindfulness

* Metaphors

Guidelines

* Papers will be graded on the ability to provide a sound analysis of the point of view you take. In contrast to previous cases, this assignment asks you to take a stand, supported by the class concepts that demonstrate a thoughtful and well-informed response. Please cite sources used.

* Citations: Include article & author, or lecture date where applicable

* Page length: As needed; be concise but thorough to fully address your stance

* Due date/time: Tuesday, April 30 no later than 5:30pm EST to the course drop box. Points deducted for late submissions.