Managers trying to execute strategic change often struggle when their strategic initiatives encounter their organization’s culture. Being aware of an organization’s culture?the generally unquestioned, shared assumptions people have about “how things should be done around here”?is an ever-present challenge for leaders, to say nothing of trying to change that culture. This fictional role-play case was designed to help students build expertise in understanding fundamentals of organizational culture, strategy development, and change management, group process in a top management team, and negotiation. Grounded in the pedagogy of experiential learning, this case consists of six roles in a single role-play exercise scenario that exemplifies a challenging management situation. Individuals are faced with differences in perspectives and goals, and students must address those differences in order to develop a productive strategy and culture for the organization.
Darden Business Publishing – University of Virginia