Teaching Note
We don’t need no stinking badges
These materials were
developed for use by White Eagles. All
materials in this package are to be used only with permission by the
author. For approval, contact John M.
Gerber, 210 French Hall, University of Massachusetts Amherst, MA 01003; call
413-545-5301; or email jgerber@pssci.umass.edu. These materials are to be considered
confidential and should not be shared without permission.
Overview: “We don’t need no stinking badges,”
describes a decision faced by an individual who has participated in a training
program for 3 years. He has benefited
from the training and feels a sense of obligation to the organization that
offered the program, the funding agency, and his classmates. However, his personal and professional
situation has changed during the time of the program and he is no longer
certain that he wants to be certified.
Learning
Objectives: After
participating in this decision case, participants will:
1. Understand
how Decision Cases might be used in teaching.
2. Appreciate
the value of a Holisticgoal for personal decision-making.
3. Have
reflected on commitment and responsibility to colleagues, organizations and
their own personal values.
4. Have
examined their understanding of power in organizations.
Use of the
Case: This case was developed to be used in a workshop “Writing
Decision Cases for Teaching Holistic Management”, held on April 23-25,
2004. Its purpose is to engage
participants in a decision they understand and to help them learn to use
decision cases for teaching purposes.
Lesson Plan: This case is designed to be used in a 2-3
hour period with a skilled facilitator and “John” serving as a resource to
answer questions.
Materials
Needed: Copies of the written case and exhibits.
Teaching
Suggestions: The
following is an outline with suggestions on how to use this decision case.
1.
Allow
participants to read the case slowly (pages 1-3). Distribute the Exhibits but they can be read later.
2.
Read
the case out loud together.
3.
Opening
question: can you relate to John’s dilemma?
The purpose of this question is to help the participants engage
personally in the decision.
4.
Form
groups of 4-5 people each and ask them to meet to discuss the case. Suggest the group assign individuals to
review each exhibit carefully and report to the others. Discuss the core issues, which make this
decision difficult for John. Discuss how each of the exhibits adds relevant
information.
5.
Answer
the following questions:
What exactly is the dilemna?
What are the John’s objectives in this situation?
What are the major issues influencing John?
What are his options?
6.
Decide
what clarifying questions would you want to ask John. Remind participants to use John’s Holisticgoal and to think about
the Holistic Management Testing Questions.
7.
Interview
John, with each group having a chance to ask a few questions and follow-up but
do not allow one group to interview John for an extended period.
8.
Ask
each group to meet and reflect on what they learned. Review the questions above (a-d). Determine if there is a consensus among group members regarding
what John should do. If a consensus
can’t be formed, you may vote and record the tally.
9.
Report back to the entire class on the results. During this discussion, consider how the
Holisticgoal and answers to the Holistic Management Testing Questions
influenced the decision. See John’s
summary below to prepare for this discussion.
10.
Take a break (have dinner) and then reflect on the Decision Case as a
learning tool. Did it serve the
learning objectives (see above)? What
additional information might have been useful to the case package? Discuss the use of decision cases as a
teaching tool for Holistic Management.
Exhibits: To be used with the decision case.
Exhibit A: John’s Learning Contract & Confirming
Letter from the Center
Exhibit B: John’s thoughts on power and organizations
Exhibit C; John’s personal Holisticgoal
Additional
Material for the Teacher: The teacher is being
provided with John’s thoughts on the Holistic Management Testing
Questions. These should be kept
confidential and not available to participants while the case is being
discussed. It may be shared with them later to discuss the importance of
Testing Questions for decision-making.