Case Study Analysis

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• Case Study Analysis

Chris Jarvis
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Case Method in Manager Development

• developing skills of
• analysis and argument
• synthesis and prescription
• modelling theorising
• apply concepts and knowledge.
• Explore understanding
• Select and use ideas, models, methods
• Apply and test (with others) problem analysis and
  solution development strategies

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A Case study tells a story
Organisational scenario and data

• accounting exercises ------- practise accounting
  
• Business case studies
• appraise situations, analyse, define issues and
  problems
• apply ideas and use models
• explore options and propose solutions
• practice - in safe, low-risk ways
• fictional-real, local-corporate, simple-complex,
  quantitative-qualitative, personal-impersonal.
• processes at a meeting
• buying new stock
• visiting the Dome
• current affairs (fuel blockade)

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Conclusion

• Case studies present complex situations enabling
• application of theory and technique to be
  explored
• analytical reasoning and problem-solving/consultan
  cy expertise to be practised
• They offer various perspectives depending on
• Data, definitions and interpretation of the
  situation/problem
• assumptions and estimates and interpretations of
  gaps in data
• They offer
• descriptive, selective information on the
  situation
• gaps in the data and level of generality may be
  unhelpful
• easy solutions are seldom evident
• They simulate risk - so risk without risk and
  are usually done in a group situation.
  Consequences do not have to be faced in reality

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How to tackle a case study?

• Read
• first pass (read quickly)
• revisit and read slowly - make notes on key
  points (list, doodle)
• read early - to absorb and cogitate
• Helicopter view (context, theory application)
• Discuss (with who?)
• Prepare a sketch
• draw a picture or mind map
• (who/what is in it, how do elements stand in
  relation to each other?)
• Keep objectives in mind - the assignment, the
  audience

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David Kolb - Experiential Learning Cycle
New data
Active Experimentation
Questions, relationships
Ideas, principles, rules, recipes
(Kolb, 1984)
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Attacking the Case

• Avoid feeling overwhelmed
• Information fuzzy or missing? Note assumptions.
  Are they reasonable?
• Distinguish between matters of
• fact
• opinion
• supposition
• Don't make up new "imaginary" information.
• Analyse and offer a sound argument
• Assignment questions need not limit your
  analysis.

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Problem-solving

• Weigh up the situation including the background
• Compare "should" with "actual
• Define the problem.
• Consider cause and effect.
• Define musts and desirables.
• What techniques will open up and lift your
  analysis?
• Formulate ideas, alternatives recommendations
• Implementation and action?

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Weigh up the situation

• Make lists of data information in the scenario
  
• Separate the issues/elements, determine
  importance and identify relationships
• Comprehend the background
• contextual issues (STEEPLE - internal and
  external)
• development issues and stages - past and future
• assess trend, priority/urgency and magnitude

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Heuristic tools

• Pros and cons
• Acronyms (Mnemonics)
• SWOT (strengths, weaknesses, opportunities,
  threats)
• STEEPLE (social, technological, economic,
  environmental, political, legal and ethical)
• 7S (structure, strategy, systems, superordinate
  goals, skills, style, staff)
• Supply and value chain analysis
• Map elements and relationships
• a system diagram
• a mind-map or spider diagram
• force field analysis (pushing/driving vs.
  restraining forces)

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Use tools of analysis
External Environment Global, local, competitors,
collaborators, trends, pressures, STEEPLE

• Internal Environment
• structures / functions
• processes / transformations
• roles and relationships
• policies, procedures
• rules and regulations
• data, information decision-making

Inputs
Evaluation
Outputs
Boundary management
Feedback - monitoring, control, adaptation
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Problems and pitfalls

• Cases selective, snap-shots
• diluted or simplified to make a point
• do not mirror complexities faced by actors
• partial, limited information
• Unstated issues problems (contexts)
• Nitty-gritty Bog vs. strategic/operational
  matters
• Scenario -- Theory -- Scenario
• Too many possible recipes
• Identifying resources and power to change
• Weak on alternatives, recommendations and action

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Safety as an Arm-chair Theorist
"To put ones thought into action is the most
difficult thing in the world. Goethe "Plans
are only good intentions unless they translate
immediately into hard work. Peter Drucker