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Kennedy School of Government

Harvard University 9/5/2013 (Rev 4 )

MLD- 110A: STRATEGIC MANAGEMENT FOR PUBLIC
PURPOSES
FALL 2013


Class meetings: Tuesday and Thursday, 8:40 to 10:00
Rubenstein RG-20
Instructor: Peter Zimmerman
617-495-1358
peter_zimmerman@harvard.edu

Office Hours
Wednesday: 3:00- 5:00
Thursday: 4:15-5:00
(some)Fridays 10:00-12:00
and by appointment
Several review sessions
Friday 10:10-11:30
Littauer 130

Assistant: Jean Dombrowski
617-495-1320
jean_dombrowski@harvard.edu

Course Assistant:
Jakob Schioennemann
schionnemann@gmail.com

Improving public sector performance is crucial as a foundation for social and economic
development and for restoring trust in government. This course focuses on strategic
management and leadership in the public sectors of democratic societies. It critically examines
and applies the assumptions, concepts and tools of new approaches to public management that
are being applied around the world.

Management and leadership are activities intended to influence, guide, channel and direct the
actions of others toward desired ends through formal and informal organizations.
Public management is the work of mobilizing others to accomplish socially useful purposes
and advance the public interest.

The course is designed for students with experience. It presents a practice-oriented approach to
the problems that managers face and aims at the development of integrated strategies for
improving performance in solving serious problems in the public sphere. It complements

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specialized courses that focus in more detail on the particular tools that managers use, and should
help students integrate the knowledge they have gained from their experience and from previous
course work.

Leaders of public organizations mobilize resources, both within their own agencies and from
outside networks, to meet the needs of the people they serve. In the public sector, these
decisions must be made in the context of complicated internal and external environments, and
with due regard for the demands of democratic accountability. Important strategic actions that
will be examined in the course include: setting and articulating goals and missions; aligning
strategy with mission; leading organizational change; managing with performance information;
improving work processes; structuring networks and partnerships; decision- making and dealing
with crises and environments in transition.

Management and leadership activities are strategic in two senses:

As ones actions take into account and are conditioned on the predicted response of others.
Strategic behavior exploits the interdependence of human perception, interpretation, analysis
and action in social, political, and organizational life.
As one acts to bring coherence and focus to ones actions and the actions of others across
time and space. Strategic management brings coordination, alignment, coherence and force
to the actions of diverse individuals in dispersed settings.

The course format includes lectures, case discussions and small group work. Most class meetings
will center on case discussions, aimed at helping students practice the analytic and decision-
making processes involved in strategic management. The cases for class discussion are set in the
United States, in other industrialized countries and in developing countries.

We will have a few visitors to class, and well conduct an optional site visit to a nearby city to
see a management system in action and a second visit to a newly established community
organization. Information about these and about other HKS events relevant to the course will be
posted on the class website.

Course Requirements

Course requirements include class preparation and participation, written responses to readings
and cases, individual assignments, paired and group assignments and a final paper. There will
be no final exam. Grades will be determined approximately as follows:


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Class participation and responses to readings 30%
Individual assignment # 1 10%
Paired performance management assignment (#2) 15%
Congo River (paired) assignment #3 10 %
Preparedness (group) assignment #4 10%
Final paper on improving operations and culture 25%

The distribution of final grades will conform to the Kennedy Schools suggested grading curve.

Class participation and responses to readings and cases. Productive case discussions depend
on students not only reading but also analyzing cases and materials, and coming to class ready to
present a diagnosis of the problems presented by the case and a plausible solution. Required
readings have been kept relatively modest so that students will be able to read them carefully,
think about them, discuss them in study groups, and prepare short written responses to focusing
questions.

Please bring your name cards to each class. By the third class, students should choose a seat to
which they will be assigned for the remainder of the course. Name cards and assigned seats will
make it much easier for all of us to learn each others names.

By Monday September 9, please post a paragraph introducing yourself, your background and
interests on the course website.

Reading responses. A focusing question for each class will be posted in the assignments section
of the course webpage. Reading response questions are also included below. You must submit a
total of ten written reading responses, approximately one per week, in addition to the required
written assignments.

Reading responses should not exceed 250 words. They must be posted on the course website
in the class discussion section by 6:00 PM of the day before class. We prefer that you not use
attachments for these short reading assignments, i.e., that you write your reading response in the
space provided on the course page. Student reading responses will be public. You are
encouraged to read the responses of your classmates, and to react and build on them as
appropriate. Unless indicated otherwise, you may work together on your reading responses. If,
at some point, you would like your reading response to be confidential, you may email it to the
instructor and the teaching fellow in lieu of posting it on the website.

The course website will also offer opportunities for student discussion and elaboration of topics
discussed in class. Participation in website discussions will be assessed as part of the
participation grade. Additional readings, resources and announcements will also be posted on
the website.


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Study groups - We encourage- but do not require- students to form study groups for the course.
There is a substantial amount of valuable course material that may be covered only briefly in
class and many students find it helpful to form a study group to supplement class work.

nb: Students will be assigned to work groups for the fourth assignment, a graded group exercise.

Written assignments: In addition to reading responses, there are four required written
assignments, two individual assignments, two paired assignment and a group exercise. Dates for
each assignment on the calendar that follows.

Final Paper: Due December 17

The final paper is your opportunity to apply what you have learned in the course to a public or
non-governmental organization of your choosing. You should select an agency that you are
familiar with; in most cases this will be an organization in which you have worked or plan to
work. You may also write on an agency about which you wish to learn. In such cases, it is
important to establish that you can learn enough about the organization so that your paper has a
solid foundation. You may work in pairs, if you so choose.

You should choose a problem or opportunity to improve the work the agency does, and that can
be addressed by applying some of the concepts and tools explored in the course. In a 10-12 page
paper (max 3000 words) you should:

Describe the problem or opportunity you are addressing;
Analyze the pluses and minuses of using specific management tools to address the problem
or opportunity;
Make short and long term recommendations to management
Append a brief note on your sources.

We will provide more details on this assignment later in the term.

Readings: Required cases and readings will be available on-line on the course materials website
or through links provided in this syllabus.

There are five required books for the course:

Mark Moore, Recognizing Public Value , Harvard University Press, 2013
Joseph Nye, The Powers to Lead , Oxford, 2008
Edgar Schein, Organizational Culture and Leadership, (fourth edition) Jossey Bass, 2010
Max Bazerman and Don Moore, Judgment in Managerial Decision Making, (seventh
edition), Wiley, 2009
W. Richard Scott and Gerald Davis, Organizations and Organizing: Rational, Natural
and Open Systems Perspectives, Pearson/Prentice Hall , 2007

All are available for purchase at the Coop. The books are also on reserve in the Kennedy School
library.

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Readings for this course are available and marked on the syllabus as follows:

B: available in the book(s) noted above
W: available from the course website in the "online readings" section

All readings will also be on reserve at the Kennedy School library.

Class Schedule:
1 Thu-5 Sept Introduction to Strategic Management for Public Purposes
2 Tue-10 Sept What is Strategy Aravind Eye Hospital
3 Thu-12 Sept Organizations I Student Aid in Sweden
4 Tue-17 Sept Organizations II - Cuban Missile Crisis
5 Thu-19 Sept Leaders and Managers I Josette Sheeran at the World Food Program
6 Tue-24 Sept Leaders and Managers II The Accidental Statesman: General David
Petraeus in Iraq

** Wed-25 Sept 6:00 pm Assignment #1 Due

7 Thu-26 Sept Leading Change Melody Johnson and the Providence Schools

** Fri-27 Sept Review Session Strategy - 10:10-11:30, L-130

8 Tue1 Oct Leading Change - Paul ONeill at ALCOA
9 Thu-3 Oct Leading Change Michelle Rhee and the DC Schools
10 Tue-8 Oct Leading Change - Julie Morath at Childrens Hospital

11 Thu-10 Oct Organizing for Performance Bratton, Giuliani and Crime in New
York City

12 Tue-15 Oct Organizing for Performance-
Field Study-Somerstat meeting, Somerville City Hall 8:15 am

13 Thu-17 Oct Organizing for Performance- - Mayor Anthony Williams and
Performance Management in Washington
14 Tue-22 Oct Organizing for Performance- Sue Vardon and Centrelink
15 Thu-24 Oct Organizing for Performance- Collaboration and Partnership
Don Berwick and Campaign to Save 100,000 Lives

** Fri-25 Oct 6:00 pm Assignment #2 Due

16 Tue-29 Oct Organizing for Performance- Collaboration and Partnership
Rev. Jeff Brown and Ten Point Coalition




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17 Thu-31 Oct Organizing for Performance- Collaboration and Partnership
CARE Kenya: Making Social Enterprise Sustainable

18 Tue-5 Nov Organizing for Performance- Collaboration and Partnership
Adrian Benepe and New York Parks
19 Thu-7 Nov Organizing for Performance- Collaboration and Partnership
Doug Rauch and the American Food Paradox (Guest)

** Mon-11 Nov 6:00 pm Assignment #3 Due

20 Tue-12 Nov Organizing for Performance- Collaboration and Partnership
Congo River Basin Project
21 Thu-14 Nov Organizing for Performance -Teams and Leadership
Orpheus Chamber Orchestra

** Fri- 15 Nov Review Session: Motivation and Change, 10:10- 11:30, L-130


22 Tue-19 Nov Organizing for Performance- Teams and Leadership
Lessons from Everest
23 Thu-21 Nov Leadership and Decision Columbia Shuttle Disaster

** FRI -22 Nov Review Session: Cognition and Decision 10:10-11:30 L-130

** Mon-25 Nov 6:00 pm Assignment #4

24 Tue -26 Nov Leadership and Decision- Crisis & Decision

** Thu- 28 Nov Thanksgiving- no class

25 Tue-3 Dec Leadership and Decision Luz Y Fuerza Power and Light
26 Thu-5 Dec - TBA

Class Schedule, Assignments and Readings

1 Thu-5 Sept Introduction to Strategic Management for Public Purposes
Readings:
Mark Moore, Creating Public Value: Strategic Management in the Public
Sector, Harvard University Press, 1997, pp. 13-23
Edgar H. Schein, Organizational Culture and Leadership, pp. 7-22 [B]
Joseph Nye, Powers to Lead, Chapter 1, pp. 1-25 [B]
James March, Exploration and Exploitation in Organizational Learning ,
Organization Science, Vol. 2, No. 1, Special Issue: Organizational Learning:
Papers in Honor of (and by) James G. March (1991) [W]

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Donald F. Kettl, The Global Revolution in Public Management: Driving
Themes, Missing Links, Journal of Policy Analysis and Management, vol.
16, no. 3, pp. 446-462, 1997 [W]

Reading Response #1: Is the town librarian described in the Moore reading an
admirable strategic manager and/or leader?
Mon- 9 Sept: Please post a paragraph introducing yourself and your objectives on the
course website (in the Discussion section)

2 Tue-10 Sept The Concept of Strategy Dr. Venkataswamy and Aravind
Case:
Aravind Eye Hospital, HBS case 9-593-098

Readings:
Herman B. Leonard, A Short Note on Public Sector Strategy-Building
(November 2002) [W]
Michael Porter, What is Strategy, HBR reprint 96608 [W]
Robert Kaplan and David Norton, Integrating Strategy Planning and
Operational Execution, HBSP reprint B0805A [W]
Henry Mintzberg, The Strategy Concept 1: Five Ps for Strategy, California
Management Review, Fall 1987, Vol. 30 Issue 1, p. 11-24 [W]
Carl von Clausewitz, Strategy (Book Three, chapter One et seq ) pp177-186
On War edited and translated by Michael Howard and Peter Paret , Princeton
University Press , 1984 [W]

Reading Response #2: What grade would you assign to Aravinds strategy and why?


3 Thu-12 Sept Organizations I - Billy Olsson and Student Aid in Sweden
Case:
Student Aid in Sweden (abridged ) [W]
Readings:
W. Richard Scott and Gerald Davis, The Subject is Organizations, The Verb is
Organizing, pp. 1-58 in Organizations and Organizing: Rational, Natural and
Open Systems Perspectives, Pearson, Prentice Hall, 2007 [B]
Philip Selznick, Leadership in Administration: A Sociological Interpretation,
pp. 5-22 [W]
Johan P. Olsen, Maybe it is Time to Rediscover Bureaucracy, Journal of
Public Administration Research and Theory. 2005. 16:1-24 [W]

Reading Response # 3: By what right under what authority does Billy Olsson pursue
new missions and new business?
4 Tue-17 Sept Organizations II - The Cuban Missile Crisis
Case:
Thirteen Days (movie, viewed prior to class) copy available in HKS Library

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Or on YOU Tube
http://www.youtube.com/watch?v=tho5ZYLiuoc
Readings:
Allison and Zelikow, Essence of Decision: Explaining the Cuban Missile
Crisis (Glenview: Longman, 1999), pp. 1-11, 13-23, 143-153, 255-263 [W]
Max Bazerman and Don Moore, Judgment in Managerial Decision Making
(7
th
edition), Wiley 2009 , pp. 1-12 [B]
Joseph Nye, Powers to Lead, Chapter 2, Leadership and Power, pp. 27-52 [B]

Reading Response #4: Cite an example from your experience where organizational features
help explain the outcome.


5 Thu-19 Sept Leaders and Managers I - Josette Sheeran at the World Food
Program
Case:
The World Food Programme During the Global Food Crisis, HBS
Case 9-709-024 [W]
Readings:
Joseph Nye, Powers to Lead, Chapter 3, Types and Skills, pp. 53-84 [B]
Edgar Schein, Organizational Culture and Leadership Chapter 13, How
Founders/Leaders Create Organizational Cultures Integration, pp. 219 -
233[B]
Josette Sheeran, Ending Hunger Now (Ted Talk) on line
http://www.ted.com/talks/josette_sheeran_ending_hunger_now.html


Reading Response #5: Which approach should Josette Sheeran recommend to the WFP
Executive Board (at the end of the case)?

6 Tue-24 Sept Leaders and Managers II The Accidental Statesmen: General
Petraeus and Ambassador Bremer in Iraq
Case:
The Accidental Statesman: General Petraeus and the City Of Mosul, Iraq KSG
case C 15-06-1834 (abridged) [W]
L. Paul Bremer, My Year in Iraq: The Struggle to Build A Future of Hope,
Simon and Shuster, New York, 2006, pp 39-45, 50-59 [W]
L. Paul Bremer, What We Got Right in Iraq, Washington Post, May 13, 2007
[W]
Readings:
Joseph Nye, Powers to Lead, Chapter 4, Contextual Intelligence, pp. 85-108
[B]
Bazerman and Moore, Judgment in Managerial Decision Making (7
th
edition),
Wiley 2009 , Chapter 2, Common Biases, pp. 13-41 [B]


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Reading Response #6: Identify one or two biases that appear to have influenced the
perceptions and decisions of General Petraeus. Identify one or two biases that appear to
have influenced the perceptions and decisions of Ambassador Bremer.


** Wed- 25 Sept, 6:00 PM -- Assignment #1 Due
Providence Schools Superintendent Melody Johnson (see readings for 26 Sept below) has
decided to suspend school for a day and hold a celebration for the Providence teachers in
early December. Put yourself in her position. What will you say in your opening remarks?
Draft the opening paragraphs (300 words max) of your speech, post it on the course website
and bring it with you to class. (You may have the opportunity to give your opening remarks
to the class).

7 Thu- 26 Sept Leading Change Melody Johnson and the Providence Schools
Case:
Winning Hearts and Minds: Reforming the Providence School District (A)
[W]
Readings:
Edgar Schein, chapter 14, How Leaders Embed and Transmit Culture (pp.
235- 257) in Organizational Culture and Leadership (fourth edition) Jossey
Bass, 2010 [B]
Harvard Business School, Principles of Effective Persuasion, HBS note 9-
497-059 [W]
Optional:
John P. Kotter, Leading Change: Why Transformation Efforts Fail[W]

Fri-27 Sept Review Session Strategy 10:10-11:30, L-130

8 Tue- 1 Oct Leading Change - Paul ONeill at ALCOA
Case:
Vision and Strategy: Paul ONeill at ALCOA and OMB(abridged) [W]
Readings:
HBS Press, excerpt, chapter 2, Motivation: The Not So Secret Ingredient, pp.
1-20 (HBS note 7386BC), 2006 [W]
Dan Ciampa and Michael Watkins, Right from the Start , Getting Oriented,
pp. 121-139, HBS press 1999 [W]

Reading Response #8: Why do you believe that Paul ONeill decided to
concentrate on improving workplace safety when he became CEO of
ALCOA?


9 Thu-3 Oct Leading Change Michelle Rhee and DC Public Schools
Case:
Michelle Rhee and the DC Public Schools, HKS case.[W]
Readings:

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Michelle Rhee, Radical:Fighting to Put Students First Harper, 2013 ,
pp119-128 and pp166-182 [W]
DC Public Schools, 3 Years of Progress , 2009-2010 progress report, Sept
2010 [W]
Peter Drucker, Managing Oneself (Handout)
Joseph Nye, Powers to Lead, Chapter 5 Good and Bad Leaders pp109-145 [B]
Optional:
Rosabeth Moss Kanter, Leadership for Change: Enduring Skills for Change
Masters , HBS note 9-304-062 [W]
Reading Response #9: Johnson, ONeill or Rhee: who was most effective at
leading change ?

10 Tue-8 Oct Leading Change Julie Morath at Childrens Hospital
Case:
Childrens Hospital and Clinics (A), HBS case 9-302-050 [W]
Reading:
Anita Tucker, Amy Edmondson, Why Hospitals Dont Learn From Failure:
Organizational and Psychological Dynamics that Inhibit System Change,
California Management Review, vol. 45, no. 2, Winter 2003 [W]
Lawrence Rothstein, The Empowerment Effort That Came Undone , HBR case
and commentary (reprint 95111) [W]
Optional :
Karl Weick and Robert Quinn, Organizational Change and Development,
Annual Review of Psychology, 50:361-386, 1999 [W]

Reading Response #10: How do you assess the progress of Julie Morath in
creating a culture of safety at Childrens? Is she succeeding, or are things
threatening to come undone?

11 Thu-10 Oct Organizing for Performance Bratton, Giuliani and Crime in New
York City
Case:
Assertive Policing, Plummeting Crime: The NYPD Takes on Crime in New
York City [W]
Readings:
Bob Behn, The Theory Behind Baltimores CitiStat APPAM Research
Conference 2006 [W]
Robert Simons, Control in an Age of Empowerment, Harvard Business
Review, Reprint 95211, 1995 [W]
Mark Moore, Recognizing Public Value , Harvard University Press, 2013, pp
19-71[B]

Reading Response #11: What risks do you see in Brattons approach? How
might it come undone?



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12 Tue-15 Oct Field Study-Somerstat meeting, Somerville City Hall 8:15



13 Thu-17 Oct Organizing for Performance- Mayor Anthony Williams in
Washington DC
Case:
Mayor Anthony Williams and Performance Management in Washington DC,
HKS case 16-02-1647.0 [W]
Readings:
Robert S. Kaplan, The Balanced Scorecard for Public-Sector Organizations,
Balanced Scorecard Report [W]
Mark Moore, Recognizing Public Value , Harvard University Press, 2013, pp
70-131 [B]
Robert Kaplan and David Norton, Using the Balanced Scorecard as Strategic
Management System, Best of HBR, 1996 [W]

Reading Response #13: Why did Anthony Williams choose scorecards as one of his
first mayoral initiatives? What were the potential benefits and risks of this choice?

14 Tue-22 Oct Organizing for Performance Sue Vardon Organizing Social
Services in Australia
Case:
Centrelink (Abridged) HKS case C16-99-1524.3 [W]
Readings:
Edgar Schein, chapter 6, Assumptions About Managing Internal Integration
(pp 93- 113) in Organizational Culture and Leadership (fourth edition) Jossey
Bass, 2010 [B]
Organizational Alignment: The 7-S Model, Harvard Business School Note
9-497-045, 1996 [W]

Reading Response #14: How well has Sue Vardon done in positioning
Centrelink for its new environment? What are the most important things for her
to do next?

15 Thu-24 Oct Organizing for Performance- Collaboration and Partnership
Don Berwick and 100,000 Lives Campaign
Case:
Institute for Healthcare Improvement: The Campaign to Save 100,000 Lives
(Stanford Business School Case L-13) [W]
Readings:
Everett Rogers, Diffusion of Innovations (fifth edition), The Free Press, New
York, 2003 pp 300-316, 330-342, 349-364 [W]
Atul Gawande, The Checklist, The New Yorker, December 10, 2007 [W]

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Andrew D. Hackbarth, C. Joseph McCannon, Lindsay Martin, MSPH, Robert
Lloyd, PhD, and David R. Calkins, MD, MPP , The Hard Count: Calculating
Lives Saved in the 100,000 Lives Campaign [W]

Reading Response #15: What, in your view, were the one or two most important
features of the 100,000 Lives campaign

** Friday, 25 October, 6:00pm: Assignment #2: Scorecards, Performance Stat or ?? details
posted on course page

16 Tue-29 Oct Organizing for Performance, Collaboration and Partnerships
Rev. Jeffrey Brown and Ten Point Coalition
Case:
Rev. Jeffrey Brown: Cops, Kids and Ministers [W]
Reading
W. Richard Scott and Gerald Davis, chapter 11, Networks in and Around
Organizations, pp. 278-309, in Organizations and Organizing: Rational,
Natural and Open Systems Perspectives, Pearson Prentice Hall , 2007 [B]
HBS Note on Building Coalitions [W]
Reading Response #16: What is Reverend Browns distinctive contribution to
reducing youth violence in Boston

17 Thu-31 Oct Organizing for Performance- George Odo and Sustainable
Enterprise
Case:
Care Kenya: Making Social Enterprise Sustainable , Ivey School of Business
case 905M56 (handed out in class)
Readings:
John D. Donahue and Richard J. Zeckhauser, Public-Private Collaboration,
in The Oxford Handbook of Public Policy, 2006 [W]
Merilee Grindle, Good Enough Governance Revisited, A Report for DFID,
February 2006 [W]
http://www.odi.org.uk/events/states_06/29thMar/Grindle%20Paper%20gegredux2
005.pdf
Reading Response #17: What should be George Odos next steps as he
contemplates CAREs likely withdrawal?

18 Tue-5 Nov Organizing for Performance, Collaboration and Partnerships
Adrian Benepe and New York Parks
Case:
Parks and Partnership in NYC: Adrian Benepes Challenge(A) (HKS C16-
04-1743.0) [W]
Readings:
John D. Donahue and Richard J. Zeckhauser, Collaborative Governance,
Princeton, 2011, pp 3-24, 27-38 [W]


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Reading Response #20 : What risks do you see in Adrian Benepes approach?


19 Thu- 7 Nov Organizing for Performance, Collaboration and Partnerships
Doug Rauch and the Food Desert
Case:
Doug Rauch: Solving the American Food Paradox, HBS Case 9-512-012 [W]
Readings:
Jenna Russell and Jenn Abelson, Putting expired foods to healthy use:
Ex-Trader Joes head aims to fight poor nutrition, waste by creating meals for
low-income customers Boston Globe February 26, 2013 [W]
Reading Response #19: Should Rauch join with Whole Foods? Why or why not?

nb: Doug Rauch will join us for class

** Mon-11 Nov 6:00 pm Assignment #3 Due Congo River Basin (handed
out in class Thursday 5 Nov)

20 Tue-12-Nov Organizing for Performance, Collaboration and Partnerships
Congo River Basin Project
Case:
Congo River Basin Project- Negotiating Change (parts A and B)
Readings:
Leigh Thompson, Win-Win Negotiation: Expanding the Pie in The Mind and
Heart of the Negotiator, Prentice Hall, 2009, pp.74-95 [W]


21 Thu-14-Nov Organizing for Performance, Teams and Leadership
Orpheus Chamber Orchestra
Case:
Orpheus Chamber Orchestra (video) on course web site [W]
Reading:
J. Richard Hackman, Learning more by crossing levels: evidence from
airplanes, hospitals, and orchestras, Journal of Organizational Behavior 24,
905922 (2003) [W]
Hackman and Edmondson, Groups as Agents of Change , Working Paper, 25
March 2007 [W]
http://www.people.fas.harvard.edu/~hackman/csvsearch.cgi?search=hackman

Reading Response #21: Would you like to to join a unit in your organization
with norms similar to those of Orpheus ? Why or why not?

** Fri-15 Nov Review Session: Motivation and Change, 10:10- 11:30, L-130

22 Tue-19 Nov Organizing for Performance, Teams and Leadership
Mt Everest

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Case: Michael Roberto, Lessons from Everest: Interaction of Cognitive Bias,
Psychological Safety and System Complexity, California Management
Review, Vol. 45, # 1, Fall 2002 [W]
Readings:
Richard Hackman, Essential Features of Real Teams in Leading Teams:
Setting the Stage for Great Performances , HBS press , pp 41-60 [W]
Bazerman and Moore , chapter 3, Bounded Awareness in Judgment in
Managerial Decision Making, seventh edition, Wiley, 2009, pp. 42-61 [B]

Reading Response #22: Why did the Hall and Fischer climbing teams ignore
their 2:00 pm turnaround rule?

23 Thu-21Nov Leadership and Decision- Columbia Shuttle Disaster
Case:
Columbias Final Mission, HBS case 9-304-090 [P]
Reading:
Zimmerman and Lerner, Decisions, Decisions, Government Executive
Magazine, 29 September, 2010 [W]
Bazerman and Moore , chapter 5, Motivational and Affective Influences on
Decision Making, in Judgment in Managerial Decision Making, seventh
edition, Wiley, 2009, pp 84-100 [B]

Reading Response #23 : Assess the performance of Rodney Rocha and Linda
Ham in the Columbia case. Did each do all that he or she should have done ?

** FRI -22 Nov Review Session: Cognition and Decision 10:10-11:30 L-130


** Mon- 25 Nov Assignment # 4 Preparedness (Group ) due 6:00 pm

24 Tue-26 Nov Leadership and Decision- Crisis & Decision
No Advance Reading


Thu-28 Nov-Thanksgiving Break No Class




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25 Tue-3 Dec Leadership and Decision, Luz Y Fuerza - Mexico City Light and
Power
Case: Felipe Calderon and Luz Y Fuerza HKS case

Readings: Nye pp147-48

26 Thu-5 Dec TBA


** Tue -17 Dec Final Paper Due

Happy Holidays