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Don’t Shoot the Messenger: Dealing with and Delivering Bad News
The case outlines the experience of a junior project manager who discovers a series of financial calculation errors that, if unaddressed, could result in a $40M cost overrun on her $250M project. Students are placed in the role of the project manager at the time of discovery of the error, and need to diagnose the organizational and political dynamics of the situation. The case can be used to illustrate a number of organizational behavior topics, including influence and persuasion, power dynamics, “managing up”, and dealing with crisis situations within organizations.