To write a useful case needs clarity of thought and well defined objectives. So, first make a list of your pedagogical goal will focus on the interviews and the search for information.
Next, recall and examine various
situations in the recent past that you believe may have the potential for research in
order to develop a study that will meet your chosen need.
The most usual sources are contacts with people in business, either made by
you personally or by colleagues. These
contacts can throw up incidents and interesting situations which may be followed up by a
preliminary search in order to assess their potential and viability. If this preliminary search reveals that there is
enough “meat” on the incident or situation to provide the core of the case, and
that it will be possible to collect enough surrounding detail to give a full picture, then
a more extended research effort can be initiated.
| that the best cases are based on events that are typical of everyday business life, ones that everyone can recognise and to which they can add their own experience or insights. The subject must also be one that you find exciting, and that bears on a major aspect of your work. |
To help you in
the selection or rejection of different scenarios, test them against the following general
characteristics of a successful case:
| 1. | Can the story be portrayed as a web of decisions leading to certain consequences? |
| 2. | Can the story be told by, or seen from the viewpoint of, a central player acting under pressure and caught in a situation which requires the exercise of judgement in choosing a course of action? This may concern a specific organisational problem, whether or not to develop a new product/enter a new market; to reorganise, or it may involve an ethical dilemma. As the case unwinds, the central actor will be the vehicle for problem analysis and the identification of alternative courses of action. |
| 3. | Does the story unfold within a complex organisational context whose characteristics can be fully described? Are these characteristics common to other organisations? |
| 4. | Will the central figure be surrounded by other key actors or observers, able to add complementary or different insights into the problem? These people may either be friendly or hostile towards the central character. |
| 5. | Does the scenario have one central, broadly applicable theme plus several sub-plots and issues? Whilst the central issue could involve a choice to be made, making that choice should bring in broader management issues for consideration. |
| 6. | Is the end a critical decision point: where the central player must decide what to do? Remember that the effects of the implementation of the decision or actions will not be part of the case, leaving room for an analysis of the effect of that decision, and possibly a follow up case. |
| 7. | Will analysis of the case by the readers bring out its pedagogical purpose, i.e. the extrapolation of an approach that is commonly adopted in business and which can be applied to other, similar situations? Will there be an abundance of supporting evidence to enable this analysis to be made and give students the freedom to pick out what is significant for them and later, during discussions, exchange ideas. |
1. REMEMBER
| …..that the outcome of a case does not have to be a resounding success. Often, a failure or a partial success is truer to real life practice, and can provide a more effective lesson. |
| also that the best test of a case is when it is used, the reaction of readers. So always keep the end user at the forefront of your mind throughout every stage of the case writing process. |
Find an
ally
Researching and writing a case can be quite an isolating experience. Therefore, it is very useful to have a colleague or friend who is willing to act as a sounding board as you progress through the stages of the case development process. He or she can act as critic, give advice or encouragement, share your triumphs and disasters and perhaps, when you are stuck, suggest a new or different approach.
Data
Collection
Expand your
knowledge of the organisation and the business context by background research. Conduct a library search – reference books,
recent articles (now facilitated by CD-ROM) and also make as many verbal contacts as
possible. Gather data on key issues and the
personalities involved.
The data should
generally cover aspects such as:
- - the history of company, financial
-
performance, products, organisational structure
-
-
structure of the industry in which it operates, key competitive success factors
-
- key
competitors
-
- company
culture
-
-
company’s past and present strategy
-
- human
resources – any recent changes in personnel, old hands
- - background of key players and power relationships
REMEMBER
| that the better you understand the background of the company or industry you are writing about, the more you will gain from the interviews. So use as many secondary sources as you can, reference books, newspapers, business journals, annual reports, advertisements. Also talk to as many people as possible who have some knowledge of the organisation or people involved. You may wish to modify your chosen issues in the light of your findings, or you may find new ones to pursue. |
Prepare
first interviews
Initiate contacts with the organisation and write letters to request interviews. Explain the nature and purpose of your case study. It is usually best to begin with the people at the top of the organisation, as their backing will make it easier for you to gain access to others further down the hierarchy. It is useful to have one key contact person who will arrange interviews and act as your liason with the company throughout your visits. He or she is often the best person to help you compile a list of potential interviewees.
REMEMBER
| that the cases cannot be published and used without the permission of the organisation concerned. They must sign a formal release, authorising use in the classroom or elsewhere. Moreover, you may wish to do a follow up study later on. It is vital, therefore, to build up a relationship based on trust from the beginning. Explain that you want, and respect any rules or requests for confidentiality. Clarify the basis on which the study will be made so that all sides agree on what is to be researched. |
After this preliminary reconnoitre, it is a good idea to review the data gathered so far, adding in the degree of co-operation from the organisation concerned and the amount of evidence available, in order to make a final decision as to whether there is enough material and enough of a story to make a case. If there is, then proceed to the next stage.
The interviews.
For these to be successful, it is important that you know what you want. By now you should know a fair amount about the organisation, the context, the problems you wish to tackle. This will ensure that you do not waste valuable time because of vagueness.
Checklist
| 1. | Decide how you will record the interview, either by note taking or tape recording or a combination of both. |
| 2. | Prepare a list of questions beforehand. However, when interviewing, don’t be so busy looking at your list of questions that you do not listen properly to the answers. The questions should not be regarded as a tablet of stone, but a useful prompt and a way of ensuring some uniformity in the ground you cover, so that you can cross-check responses later. |
During interviews observe, listen with understanding and aim for maximum accuracy. Take all precautions to ensure there will be no later distortion of what people have said during their interview. This is especially important if you use direct quotes when you write up the case.
The more you can convey the physical reality of the context and psychology of the characters involved, the more vivid will be the case. Therefore, make a note of any descriptive aspects such as the décor of the office, the appearance of staff, office equipment and so on, as these can be used to bring the case to life. Also note body language, recurring phrases that can give clues to shared attitudes or the existence of a strong company culture.
At the end of the interview thank the interviewee, make sure that he/she has your card and ask if you can contact them in the future if any further information is needed. Make them feel they have been helpful.
Remember to ask for any supporting data for exhibits, e.g. organisation chart, latest annual report, market share, production figures etc.
Go over interview notes as soon as possible while impressions and memories are still fresh in your mind. You may wish to clarify or highlight points to be followed up later. When the interview round is over, write to the contact person to express your thanks, and give an idea of your timetable for presenting a rough draft.
REMEMBER
| that research is looking for FACTS - not evidence to
support a pre-conceived prejudice or theory you may have. So, do not ignore evidence
that seems to contradict your ideas, but follow it up. Be prepared to be flexible,
to change your mind or ask questions if what you hear does not match your pre-conceived
ideas. You may end up with a different but much more rewarding case. |