Harvard MLD110 Strategic Management for Public Purposes


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Course description

Everybody needs a strategy. Strategy is the best concept we have for thinking about future action in light of our aspirations and current capabilities. MLD110 focuses specifically on strategic management and leadership in the public arena in democratic societies; how leaders, managers and social entrepreneurs devise and execute strategies for change. Critically examines the assumptions, concepts, and tools of public problem solving applied around the world. Important elements in the course include: formulating and articulating mission, vision and public value; translating objectives into metrics and measures of performance; designing service delivery and production systems; embedding values and long-term objectives in organizations; analyzing and shaping organizational culture; and working through public, private and non governmental organizations, including coalitions, partnerships and networks and across organizational boundaries. Classes are framed through the lens of decision makers exercising leadership and managerial skills in an uncertain world. Most class meetings are case discussions, supplemented with conceptual materials, exercises, and group work. One or two visitors and an optional site visit bring live cases to the class. Course materials are drawn from the United States, other industrialized countries, and developing countries. The course is designed for students with management experience.


Peter B Zimmerman, Fall 2015


http://www.hks.harvard.edu/degrees/teaching-courses/course-listing/mld-110, accessed 28 December 2015.

Link to syllabus uploaded to the Atlas


Additional material from the syllabus

Improving public sector performance is crucial as a foundation for social and economic development and for restoring trust in government. This course focuses on strategic management and leadership in the public sectors of democratic societies.

  • Management and leadership are activities intended to influence, guide, channel and direct the actions of others toward desired ends through formal and informal organizations.
  • Public management is the work of mobilizing others to accomplish socially useful purposes and advance the public interest.

The course is designed for students with experience. It presents a practice-oriented approach to the problems that managers face and aims at the development of integrated strategies for improving performance in solving serious problems in the public sphere. It complements specialized courses that focus in more detail on the particular tools that managers use, and should help students integrate the knowledge they have gained from their experience and from previous course work.

Leaders in the public arena mobilize resources, both within their own organizations and from outside networks and communities to meet the needs of the people they serve. In the public sector, leaders make decisions in the context of complex internal and external environments, with due regard for the demands of democratic accountability. Important strategic actions that will be examined in the course include: setting and articulating goals and missions; aligning strategy with mission; leading organizational change; managing with performance information; improving work processes; structuring networks and partnerships; motivation; decision- making and dealing with crises and environments in transition. Settings for class examples and cases include public, private and non–governmental organizations, ad hoc coalitions and partnerships that span organizational, sectoral and national boundaries, and focus on a wide range of decision-makers including executives at the highest level.

Management and leadership activities are strategic in two senses:

  • As one’s actions take into account and are conditioned on the predicted response of others. Strategic behavior exploits the interdependence of human perception, interpretation, analysis and action in social, political, and organizational life.
  • As one acts to bring coherence and focus to one’s actions and the actions of others across time and space. Strategic management brings coordination, alignment, coherence and force to the actions of diverse individuals in dispersed settings.

The course format includes lectures, case discussions and small group work. Most class meetings will center on case discussions, aimed at helping students practice the analytic and decision-making processes involved in strategic management. The cases for class discussion are set in the United States, in other industrialized countries and in developing countries.

Unlike courses in established academic disciplines, the study of leadership and strategic management draws on many disciplines including history, politics, economics, psychology and sociology as well as insights from fields including organization studies, management, leadership and the decision sciences. The course includes substantial background readings – some required, some optional – which provide the analytical and conceptual underpinning for the course.

We will have two or three visitors to class; we’ll also conduct an optional site visit to a nearby city to see their management system in action and, possibly, a second visit to a newly established community organization in Boston. Information about these and about other HKS events relevant to the course will be posted on the class website.

There are four required books for the course:

Lawrence Freedman, Strategy: A History Oxford, 2013. Freedman’s history is the most comprehensive and insightful account of the concept and myriad applications of strategy through the ages.

Joseph Nye, The Powers to Lead, Oxford, 2008. Professor Nye on the central role of power in exercising leadership; undergirded by a succinct, critical and clearly written review of much of the writing and thinking about leadership.

Edgar Schein, Organizational Culture and Leadership, (fourth edition) Jossey Bass, 2010. Dated, but still the best account of the power of organizational culture to enable or frustrate those leading change.

A David Redish, The Mind Within the Brain: How We Make Decisions and How Those Decisions Go Wrong, Oxford, 2013. An up to date and well written account that explains the neuroscience bases of decisions and behavior.


W. Richard Scott and Gerald Davis, Organizations and Organizing: Rational, Natural and Open Systems Perspectives, Pearson/Prentice Hall , 2007

Max Bazerman and Don Moore, Judgment in Managerial Decision Making, (eighth edition), Wiley, 2013

SUPPLEMENTAL – Several other books, referenced in the course, are valuable additions to any strategist’s bookshelf:

Roger Ames (trans & ed), Sun-Tzu: The Art of Warfare, Ballantine Books, 1993

Robert Behn, The Performance Stat Potential: A Leadership Strategy for Producing Results, Brookings, 2014

Richard Hackman, Collaborative Intelligence: Using Teams to Solve Hard Problems , Berrett Koehler Publishers, 2011

Michael Howard and Peter Paret, Carl von Clausewitz: On War, Princeton, 1984

McChrystal, General Stanley et al, Team of Teams, Portfolio/Penguin, New York, 2015

Henry Mintzberg, Strategy Safari: A Guided Tour Through the Wilds of Strategic Management, Simon and Schuster, 2001

Mark Moore, Creating Public Value, Harvard University Press, 1997

Mark Moore, Recognizing Public Value, Harvard University Press, 2013

Michael Porter, Competitive Strategy: Techniques for Analyzing Industries and Competitors, Free Press, 1980

Richard Rumelt, Good Strategy, Bad Strategy: The Difference and Why It Matters, Crown Publishers, 2011

Richard Thaler & Cass Sunstein, Nudge: Improving Decisions About Health Wealth and Happiness, Penguin Books, 2008

Week-by-week listing of topics and assigned readings

Week 1a: Introduction to Strategic Management for Public Purposes

Lawrence Freedman, Strategy, Chapters 3 & 4, pp 22-53

Edgar H. Schein, Organizational Culture and Leadership, pp. 7-22

Joseph Nye, Powers to Lead, Chapter 1, pp. 1-25

A. David Redish, The Mind Within the Brain: How We Make Decisions , chapter 1, What is A Decision; chapter 2, Tale of the Thermostat; pp. 3-14

Donald F. Kettl, “The Global Revolution in Public Management: Driving Themes, Missing Links,” Journal of Policy Analysis and Management, vol. 16, no. 3, pp. 446-462, 1997

Mark Moore, Recognizing Public Value, Harvard, 2013, Introduction, pp 1-18

Week 1b: What is Strategy? – Dr. Venkataswamy and Aravind Case

Case: V. Kasturi Rangan, Aravind Eye Hospital, HBS case 9-593-098, at https://hbr.org/product/aravind-eye-hospital-madurai-india-in-service-for-sight/593098-PDF-ENG, accessed 28 December 2015.

Lawrence Freedman, Strategy, Chapter 28, Rise of The Management Class, pp. 459-473

General Stanley McChrystal, Team of Teams, Portfolio/Penguin New York, 2015, The Perfect Step, pp. 36-46

Herman B. Leonard, “A Short Note on Public Sector Strategy-Building” (November 2002) Uploaded to Atlas at http://www.atlas101.ca/pm/wp-content/uploads/2015/12/Leonard-Note-on-Strategy-2006-01-16.pdf.

Michael Porter, What is Strategy, Harvard Business Review, November-December 1996, reprint 96608, at https://hbr.org/1996/11/what-is-strategy, accessed 28 December 2015.

Robert Kaplan and David Norton, Integrating Strategy Planning and Operational Execution: A Six-Stage System, Harvard Business Review, 1 May 2008, HBSP reprint B0805A, at https://hbr.org/product/integrating-strategy-planning-and-operational-exec/an/B0805A-PDF-ENG, accessed 28 December 2015.

Richard Rumelt, Good Strategy, Bad Strategy, Crown Business, The Kernel of Good Strategy, pp. 77-94.


Henry Mintzberg, The Strategy Concept 1: Five Ps for Strategy, California Management Review, Fall 1987, Vol. 30 Issue 1, p. 11-24

Carl von Clausewitz, Strategy (Book Three, chapter One et seq) pp 177-186 On War, edited and translated by Michael Howard and Peter Paret, Princeton University Press, 1984

A. David Redish, The Mind Within the Brain: How We Make Decisions , chapter 4, Value, Euphoria and the Do It Again Signal , pp 23-34

Week 2a: Organizational Strategy – Billy Olsson and Student Aid in Sweden

Case: Student Aid in Sweden (abridged)

Lawrence Freedman, Strategy, Chapter 21, Bureaucrats, Democrats and Elites, pp. 300-320

W. Richard Scott and Gerald Davis, Organizations and Organizing: Rational, Natural and Open Systems Perspectives The Subject is Organizations, The Verb is Organizing, pp. 1-58

Joseph Nye, Powers to Lead, Chapter 2, Leadership and Power, pp. 27-52

A. David Redish, The Mind Within the Brain: How We Make

Decisions, chapter 3, Definition of Value, pp. 15-22, chapter 5, Risk and Reward, pp. 35-40

Robert Behn, The Performance Stat Potential: A Leadership Strategy for Producing Results, Brookings, 2014, chapter 14, Thinking About Cause and Effect, pp. 245-260.

Philip Selznick, Leadership in Administration: A Sociological Interpretation, pp. 5-22

Max Bazerman and Don Moore, Judgment in Managerial Decision Making (8th edition), Wiley 2013, Introduction pp. 1-14

Johan P. Olsen, “Maybe it is Time to Rediscover Bureaucracy,” Journal of Public Administration Research and Theory, 2005. 16:1-24

Week 2b: Leadership and Decision – The Accidental Statesmen: General Petraeus and Ambassador Bremer in Iraq

Case: The Accidental Statesman: General Petraeus and the City Of Mosul, Iraq KSG case C 15-06-1834.3 (abridged)

L. Paul Bremer, My Year in Iraq: The Struggle to Build A Future of Hope, Simon and Schuster, New York, 2006, pp 39-45, 50-59

L. Paul Bremer, What We Got Right in Iraq, Washington Post, May 13, 2007

Joseph Nye, Powers to Lead, Chapter 4, Contextual Intelligence, pp 87-108

Freedman, Strategy, chapter 14, Guerilla Warfare, pp 178-192; chapter 15, Observation and Orientation, pp 193-213. Revolution in Military Affairs, pp. 214-236

Dower, John W., Cultures of War, Norton, New York, 2010, Eyes Wide Shut: Occupying Iraq, pp. 338-346


Bazerman and Moore, Judgment in Managerial Decision Making (8th edition), Wiley 2009, Chapter 2, Overconfidence, pp. 14-30

Week 3a: Leading Change – Paul O’Neill at ALCOA

Case: Vision and Strategy: Paul O’Neill at ALCOA and OMB (abridged)

HBS Press, excerpt, chapter 2, Motivation: The Not So Secret Ingredient, pp. 1-20 (HBS note 7386BC), 2006

Dan Ciampa and Michael Watkins, Right from the Start, Getting Oriented, pp. 121-139, HBS Press, 1999

A. David Redish, The Mind Within the Brain: How We Make Decisions, chapter 13, Motivation, pp 113-124

Lawrence Freedman, Strategy, chapter 29, The Business of Business pp 475-490; chapter 30 Management Strategy , pp 491- 504 ; chapter 34, The Sociological Challenge, pp 542-553

Week 3b: Leadership in Crisis – The Cuban Missile Crisis

Case: Thirteen Days (movie, viewed prior to class) copies available in HKS Library (see also, clips on Canvas)

Lawrence Freedman, Strategy, chapter 12, Nuclear Games, chapter 13, The Rationality of Irrationality, pp. 145-177

Joseph Nye, Powers to Lead, Chapter 3, Types and Skills, pp.53-84

A. David Redish, The Mind Within the Brain: How We Make Decisions , chapter 6, Multiple Decision Making Systems pp 43-60; chapter 11, Integrating Information, 97-105 chapter 12, The Stories We Tell, 107-112


Bazerman and Moore, Judgment in Managerial Decision Making (8th edition), Wiley 2009, Chapter 3, Common Biases, pp. 35-59

A. David Redish, The Mind Within the Brain: How We Make Decisions, chapter 7, Reflexes; chapter 8, Emotion; chapter 9, Deliberation; chapter 10 Habits, pp 61-96

Week 4a: Leading Change – Michelle Rhee and DC Public Schools

Case: Michelle Rhee and the DC Public Schools, HKS case.

Michelle Rhee, Radical: Fighting to Put Students First, Harper, 2013, pp. 119-128 and pp. 166-182

DC Public Schools, 3 Years of Progress, 2009-2010 progress report, Sept 2010

Peter Drucker, Managing Oneself (Handout)

Joseph Nye, Powers to Lead, Chapter 5 Good and Bad Leaders pp. 109-145

Lawrence Freedman, Strategy, chapter 32, The Rise of Economics, pp 512- 524; chapter 33, Red Queens and Blue Oceans, pp 525-541

Daniel Pink, The Puzzle of Motivation (Ted Talk), at http://www.ted.com/talks/dan_pink_on_motivation?language=en, accessed 29 December 2015


Rosabeth Moss Kanter, Leadership for Change: Enduring Skills for Change Masters , HBS note 9-304-062.

Week 4b: Leading Change – Melody Johnson and the Providence Schools

Case: Winning Hearts and Minds: Reforming the Providence School District (A)

Edgar Schein, chapter 14, How Leaders Embed and Transmit Culture (pp. 235- 257) in Organizational Culture and Leadership (fourth edition) Jossey Bass, 2010

Harvard Business School, Principles of Effective Persuasion, HBS note 9- 497-059

Robert B. Cialdini, Roselle L. Wissler and Nicholas J. Schweitzer, Dispute Resolution: The Science Of Influence: Using Six Principles Of Persuasion To Negotiate And Mediate More Effectively, Vol. 20, No. 6, The Best Articles Published by the ABA (September 2003), pp. 36-37


John P. Kotter, “Leading Change: Why Transformation Efforts Fail”

Noah Goldstein, Steve Martin and Robert Cialdini, 50 Scientifically Proven Ways To Be Persuasive, Free Press, 2008, pp. 9-25, 30-34, 42-44, 69-71, 144- 149, 159-163.

Week 5a: Organizing for Performance – Bratton, Giuliani and Crime in New York City

Case: Assertive Policing, Plummeting Crime: The NYPD Takes on Crime in New York City

Bob Behn, “The Theory Behind Baltimore’s CitiStat” APPAM Research Conference 2006

Robert Simons, “Control in an Age of Empowerment,” Harvard Business Review, Reprint 95211, 1995

Lawrence Freedman, Strategy, chapter 31, Business as War, pp. 505-512

Week 5b: Organizing for Performance- Julie Morath at Children’s Hospital Case: Children’s Hospital and Clinics (A), HBS case 9-302-050

Anita Tucker, Amy Edmondson, Why Hospitals Don’t Learn From Failure: Organizational and Psychological Dynamics that Inhibit System Change, California Management Review, vol. 45, no. 2, Winter 2003

Lawrence Rothstein, The Empowerment Effort That Came Undone , HBR case and commentary (reprint 95111)

Gawande, Atul, The Case of the Red Leg , pp 228-252, Complications: A Surgeon’s Notes on An Imperfect Science, Metropolitan Books, 2002

Lawrence Freedman, Strategy, chapter 34, The Sociological Challenge, pp. 542-553


James March, Exploration and Exploitation in Organizational Learning, Organization Science, Vol. 2, No. 1, Special Issue: Organizational Learning: Papers in Honor of (and by) James G. March (1991)

Karl Weick and Robert Quinn, Organizational Change and Development, Annual Review of Psychology, 50:361-386, 1999

Week 6a: Organizing for Performance – Mayor Anthony Williams in Washington DC

Case: Mayor Anthony Williams and Performance Management in Washington DC, HKS case 16-02-1647.0

Robert S. Kaplan, “The Balanced Scorecard for Public-Sector Organizations,” Balanced Scorecard Report

Robert Kaplan and David Norton, Using the Balanced Scorecard as Strategic Management System, Best of HBR, 1996

Lawrence Freedman, Strategy, chapter 35, Deliberate or Emergent pp 554-572


Mark Moore, Recognizing Public Value, Harvard University Press, 2013, pp. 70-131

Week 6b: Organizing for Performance Sue Vardon – Organizing Social Services in Australia

Case: Centrelink (Abridged) HKS case C16-99-1524.3

Edgar Schein, chapter 6, Assumptions About Managing Internal Integration (pp. 93- 113) in Organizational Culture and Leadership (fourth edition) Jossey Bass, 2010

“Organizational Alignment: The 7-S Model,” Harvard Business School Note 9-497-045, 1996

Week 7a: Organizing for Performance – Collaboration and Partnerships – Don Berwick and the 100,000 Lives Campaign

Case: Institute for Healthcare Improvement: The Campaign to Save 100,000 Lives (Stanford Business School Case L-13), at https://www.gsb.stanford.edu/faculty-research/case-studies/institute-healthcare-improvement-campaign-save-100000-lives, accessed 29 December 2015.

Everett Rogers, Diffusion of Innovations (fifth edition), The Free Press, New York, 2003, pp. 300-316, 330-342, 349-364

Atul Gawande, The Checklist, The New Yorker, December 10, 2007

Andrew D. Hackbarth, C. Joseph McCannon, Lindsay Martin, MSPH, Robert Lloyd, PhD, and David R. Calkins, MD, MPP, The Hard Count: Calculating Lives Saved in the 100,000 Lives Campaign

David Redish, The Mind Within the Brain: How We Make Decisions , chapter 16, The Physical Mind, pp 145-160, chapter 17, Imagination , pp. 161-170

Week 7b: Strategy Bottom Up – Leadership and Decision – Gandhi and the Salt March

Gandhi and the Salt March to Dandi (brief accounts): http://postcolonialstudies.emory.edu/ghandis-salt-march-to-dandi/ and http://www.sscnet.ucla.edu/southasia/History/Gandhi/Dandi.html

Lawrence Freedman, Strategy, chapter 23, The Power of Nonviolence pp 344- 365, chapter 35, Deliberate or Emergent, pp. 554-572

Joseph Lelyveld, Great Soul: Mahatma Gandhi and His Struggle With India Knopf, 2011, chapter 6, Waking India, pp. 139-169

Dalton, Dennis. Mahatma Gandhi: Nonviolent Power in Action. New York: Columbia University Press, 1993, Ch. 4, The Salt Satyagraha, pp. 91-116, pp. 122-134

Gandhi Heritage Portal, Background to the Salt Satyagraha -Timeline https://www.gandhiheritageportal.org/background-to-the-salt-satyagraha

Gandhi Heritage Portal , The Collected Works of Mahatma Gandhi, volume XLIII, March- June, 1930 , Preface (pp v-xi) and Letter to Lord Irwin (pp2-3) https://www.gandhiheritageportal.org/cwmg_volume_thumbview/NDM=#pag e/10/mode/2up

Gandhi’s Salt March Campaign: Contemporary Dispatches


Gandhi’s letters to Lord Irwin were delivered by a young English friend, 24 year old Reginald Reynolds. An informative account of the Reynolds – Gandhi relationship, the Salt March and surrounding events, and their correspondence through early 1946. At http://www.swarthmore.edu/library/peace/Exhibits/GandhiWebSite/Gandh iReynoldsCorrespondence.html

Three clips from Richard Attenborough’s film on Gandhi: A Force More Powerful help dramatize the events. It is a spectacular movie, one worth viewing by all.

The first clip shows Gandhi and his wife reprising their wedding ceremony for the benefit of a foreign journalist, in real life it was Webb Miller, one of whose celebrated dispatches is included above. http://www.youtube.com/watch?v=S6LabaTZgK4

The second recounts meetings between Gandhi and elite Indian supporters, with the British and then completes the march to Dandi, at https://www.youtube.com/watch?v=WW3uk95VGes

The third shows the march to the salt works at Dharasana, whereas Gandhi explains in his second letter to Lord Irwin(above), he and his followers intend to “ demand possession” of the salt works for India. By the time of this march, Gandhi has been arrested and jailed, so the march is led by Abbas Tyabji (a 76 yr. old retired judge) Gandhi’s wife Kasturbai and ultimately Sinojini Naidu a leading poet and activist, at http://www.youtube.com/watch?v=yrHNig2aIjQ

Martin Luther King, Jr, Letter from The Birmingham Jail

David Redish, The Mind Within the Brain: How We Make Decisions, chapter 22, What Makes Us Human pp 205-209, chapter 23, The Science of Morality pp 211-236

Week 8a: Strategy Top Down Leadership and Decision – President George W. Bush and the Decision to Invade Iraq, 2003

Bob Woodward, Plan of Attack, Simon & Shuster, New York, 2004, pp. 9-23. 85-89, 129-138, 145-156, 269-274, 377-379

George W Bush, Decision Points, Crown Publishers, New York, 2010, chapter 8, Iraq, pp 222-257, 267-270

Hans Blix, Disarming Iraq Pantheon Books, 2004, Approaching the Brink, pp. 145-157

Richard Haass, War of Necessity, War of Choice, Simon & Schuster, 2010, pp. 179-182

Devon Largio, 21 Reasons for War, Foreign Policy, 2002


Dick Cheney with Liz Cheney, In My Time, Simon & Shuster, New York, 2010, chapter 12, Liberating Iraq, pp. 364-397.

Christopher Meyer, From the Ambassador, to Sir David Manning (originally Confidential and Personal, later released) 18 March 2002. Meyer, the UK Ambassador to the US, reports on his discussion with US Deputy Secretary of Defense Paul Wolfowitz. Manning was then Foreign Policy Advisor to UK Prime Minister Tony Blair

Matthew Rycroft for David Manning, Subj: Prime Minister’s Meeting, 23 July. (originally Secret and Strictly Personal – UK Eyes Only, later released) account of meeting with UK Prime Minister Blair and other top officials, characterizing US thinking, in mid-summer, 2002

Key Judgments (from October 2002 NIE)

Charles Duelfer et al, Comprehensive Report Of the Special Advisor to the DCI on Iraq’s WMD, 30 September, 2004, Regime Strategic Intent, pp. 1-2.

Week 8b: Leadership and Decision – Strategy Top Down – Barack Obama and Health Reform- Obamacare

Case: A Prescription for Change: The 2010 Overhaul of the American Health Care System , HKS case 1972

Ivey Publishing, The Obama Care Website, case W 14026, Richard Ivey School of Business Foundation, 2014

Amitabh Chandra, Expanding Health Care to Millions: Learning from the Oregon Health Care Experiment, HKS case 2019

Steven Brill, America’s Bitter Pill: Money Politics, Backroom Deals and The Fight to Fix Our broken Health Care System, Random House, 2014, pp. 325-354


David Redish, The Mind Within the Brain: How We Make Decisions , chapter 14, The Tradeoff between Exploration and Exploitation , pp 125-132

US Center for Medicare & Medicaid Services (CMS) Health Insurance Marketplace http://marketplace.cms.gov/

Office of the Legislative Counsel, US House of Representatives, Compilation of Patient Protection and Affordable Care Act, March 2010, at http://housedocs.house.gov/energycommerce/ppacacon.pdf

Bazerman and Moore, chapter 3, Bounded Awareness in Judgment in Managerial Decision Making, seventh edition, Wiley, 2009, pp. 42-61

Week 9a: Strategy Bottom up – Collaboration and Partnership – Rev. Jeffrey Brown and Ten Point Coalition

Case: Rev. Jeffrey Brown: Cops, Kids and Ministers

Richard Scott and Gerald Davis, chapter 11, Networks in and Around Organizations, pp. 278-309, in Organizations and Organizing: Rational, Natural and Open Systems Perspectives, Pearson Prentice Hall, 2007

Week 9b: Field Study – Somerstat meeting, Somerville City Hall, Mayor Joseph Curtatone

Week 10a: Leadership and Decision, Collaboration & Learning – Columbia Shuttle Disaster

Case: Columbia’s Final Mission, HBS case 9-304-090

Zimmerman and Lerner, Decisions, Decisions, Government Executive Magazine, 29 September, 2010, available at http://www.govexec.com/excellence/management-matters/2010/09/decisions-decisions/32429/, accessed 29 December 2015.

Bazerman and Moore, chapter 5, Motivational and Affective Influences on Decision Making, in Judgment in Managerial Decision Making, seventh edition, Wiley, 2009, pp 84-100

David Redish, The Mind Within the Brain: How We Make Decisions, chapter 15, Self Control, pp 133-141

Richard Hackman, Essential Features of Real Teams in Leading Teams: Setting the Stage for Great Performances, HBS press, pp 41-60


Anita Williams et al, Bringing in The Experts: How Team Composition and Collaborative Planning Jointly Shape Team Effectiveness, Small Group Research, Volume 39, number 3, June 2008 pp 352-371

Week 10b: Strategy Bottom Up – Doug Rauch and the Food Desert

Case: Doug Rauch: Solving the American Food Paradox, HBS Case 9-512-012

Jenna Russell and Jenn Abelson, Putting expired foods to healthy use: Ex-Trader Joe’s head aims to fight poor nutrition, waste by creating meals for low-income customers, Boston Globe February 26, 2013

Edgar Schein, Organizational Culture and Leadership Chapter 13, How Founders/Leaders Create Organizational Cultures Integration, pp. 219 -233

Walter Isaccson, chapter 5, The Microchip in The Innovators: How a Group of Hackers, Geniuses and Geeks Created the Digital Revolution, Simon & Schuster, New York, 2014, pp. 171-199 (read closely 188-99, The Intel Way)

Week 11a: Organizing for Performance – Review and Discussion

Week 11b: Leadership & Decision, Collaboration & Learning – Orpheus Chamber Orchestra

J. Richard Hackman, Learning more by crossing levels: evidence from airplanes, hospitals, and orchestras, Journal of Organizational Behavior 24, 905–922 (2003)

Hackman and Edmondson, Groups as Agents of Change, Working Paper, 25 March 2007

Week 12a: Leadership & Decision, Collaboration & Learning – The Chilean Miners

Case: The Chilean Mining Rescue (A&B), HBS case 9-612-046 and 047


Larry Getlen, The untold story of how the buried Chilean Miners survived, The New York Post, October 11, 2014

Hector Tobar, Sixty Nine Days: The Ordeal of the Chilean Miners, The New Yorker, July 7, 2014

Week 12b: Leadership & Decision, Collaboration & Learning Skills for Collaboration – Empathy

Helen Riess et al, Empathy Training for Resident Physicians: A Randomized Controlled Trial of a Neuroscience-Informed Curriculum, JGIM 27(10), 1280-86

Helen Riess, Commentary Empathy in Medicine – A Neurobiological Perspective, JAMA 2010; 304 (14) 1604-05

Helen Riess, The Power of Empathy, Ted Talk, at http://tedxtalks.ted.com/video/The-power-of-empathy-Helen-Ries;search%3Ahelen%20riess, accessed 28 December 2015.

Week 13a: Leadership and Decision – Adrian Benepe and New York Parks

Case: Parks and Partnership in NYC: Adrian Benepe’s Challenge(A) (HKS C16-04-1743.0)

John D. Donahue and Richard J. Zeckhauser, Collaborative Governance, Princeton, 2011, pp 3-24, 27-38

Week 13b: Strategy & Change – Josette Sheeran at the World Food Program

Case: The World Food Programme During the Global Food Crisis, HBS Case 9-709-024

Josette Sheeran, Ending Hunger Now, (Ted Talk) at http://www.ted.com/talks/josette_sheeran_ending_hunger_now.html

Page created by: Ian Clark, last updated 29 December 2015.