Case Analysis Guidelines Decision cases require that you identify the problem(s), evaluate solutions, and decide what you would do supported by rationale. The following steps should be used as guidelines to guide you in analyzing a case. Those that are starred * should be incorporated as sections within your report. 1. *Problem Analysis: List the facts. Sometimes it helps to list the facts chronologically, or in relationship with key characters or in some systematic way, to check for areas that are unclear, such as cases facts that are ambiguous or differences of opinion if you are working in a group. By listing the facts, you get a sense of the whole of the case. This does not get included in report, but is used to get you oriented MGMT 1500 Winter 2016 N. Ismail Make inferences about the facts. From the facts, what kinds of assumptions do you make? For example, if someone worked eighteen hours a day, seven days a week for five weeks in a row, we could infer several very different reasons why that person worked so many hours. Some might say the person is a “kiss-up,” or “disorganized,” or “dedicated.” It’s important to state your inferences so that other people may evaluate whether they agree with you, based on their own interpretation of the facts. Inferences are tentative probability statements that may be a basis for deciding on a course of action later on. 2. *Problem Statement: What is the problem and why? After identifying the problem(s), try to analyze why they exist. This may lead to an even more critical (or basic) problem. The obvious problem or the problem stated by the character in the case might not be the actual problem that needs solving. It may be a symptom. For example, the direct problem of an employee quitting, when analyzed, might be due to poor communication with her boss, thus suggesting that poor employee relations is a more basic problem. Often there are multiple causes for a problem. Is there additional information that you need to analyze the case adequately? A thorough analysis recognizes which information would be gathered, even if you can’t actually do it for your analysis. 3. *Alternatives: Brainstorm possible alternatives to the problem. Don’t settle for just one or two alternatives. Take time to brainstorm a large quantity of solutions. Following the rules for brainstorming, don’t evaluate them until you’ve generated a sizable amount. Choose three alternatives. For each alternative, list positive and negative consequences. By evaluation the costs, as well as the benefits, you can possible modify a potential solution to overcome some of the negative consequences. It is helpful to look for two or more consequences. Ask yourself what might happen if we implemented this solution. 4. *Decision: Make a decision and provide rationale for it. Making a decision is an important part of the analysis and often forgotten. Tell what your decision is, the possible consequences, and why you selected the decision. Finally, describe any assumptions you made. 5. *Implementation: How would you successfully implement your decision? Describe using the case information, how you would successfully implement your decision – who would you talk to, how would you manage any conflict perceived etc. 6. *Lessons Learned: What are your lessons learned from the case? What did you learn by analyzing this case? What theoretical concepts were supported or refuted, and why? Are there any new concepts that are suggested by your analysis that may come from previous learning?
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