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Harvard Case - You Can't Tell Anyone (A)

"You Can't Tell Anyone (A)" Harvard business case study is written by Mary Gentile, Brian Moriarty. It deals with the challenges in the field of Organizational Behavior. The case study is 5 page(s) long and it was first published on : Jul 15, 2022

At Fern Fort University, we recommend a multi-pronged approach to address the ethical dilemma faced by Dr. Sarah Jones. This approach prioritizes open communication, fostering a culture of ethical behavior, and implementing clear guidelines for handling sensitive information.

2. Background

This case study focuses on Dr. Sarah Jones, a newly appointed dean at Fern Fort University. She discovers a significant ethical breach within the university's admissions process, where applicants are being admitted based on their family's donations rather than their academic merit. This practice, concealed by the previous dean, threatens the university's reputation and academic integrity. Dr. Jones is faced with a difficult decision: expose the unethical practice and risk backlash, or remain silent and potentially compromise her own integrity.

3. Analysis of the Case Study

This case study highlights several critical issues related to organizational behavior, leadership, ethics, and change management.

Organizational Culture: Fern Fort University appears to have a culture where unethical practices are tolerated, possibly due to the previous dean's leadership style and a lack of clear ethical guidelines. This culture has fostered a sense of entitlement among some faculty members and a lack of accountability.

Leadership: Dr. Jones's dilemma exemplifies the challenges faced by new leaders who inherit a culture of unethical practices. Her leadership style and decision-making process will significantly impact how she navigates this situation and shapes the future of the university.

Ethics: The case study raises fundamental questions about business ethics and corporate social responsibility. The university's actions directly contradict its mission and values, compromising its reputation and potentially damaging its long-term sustainability.

Change Management: Dr. Jones must effectively manage the change process to address the ethical breach and foster a culture of ethical behavior. This requires careful planning, communication, and stakeholder engagement to minimize resistance to change and ensure a successful transition.

4. Recommendations

  1. Open Communication and Transparency: Dr. Jones should immediately initiate a confidential investigation into the unethical admissions practices. This investigation should involve a diverse team of faculty, staff, and students to ensure impartiality and build trust.
  2. Develop Clear Ethical Guidelines: The university needs to establish comprehensive ethical guidelines that clearly define acceptable and unacceptable behavior. These guidelines should be communicated effectively to all stakeholders and enforced consistently.
  3. Implement a Whistleblower Protection Program: To encourage ethical behavior and protect individuals who report wrongdoing, a robust whistleblower protection program should be implemented. This program should guarantee confidentiality and protect whistleblowers from retaliation.
  4. Re-evaluate Admissions Process: The admissions process should be thoroughly reviewed and revised to ensure it is fair, transparent, and based solely on academic merit. This review should involve external experts to ensure objectivity and credibility.
  5. Leadership Training and Development: Dr. Jones should prioritize leadership development programs for all faculty and staff. These programs should focus on ethical decision-making, conflict resolution, and fostering a culture of integrity.
  6. Communicate with Stakeholders: Dr. Jones should communicate transparently with all stakeholders, including students, faculty, staff, alumni, and donors, about the ethical breach and the steps being taken to address it. This communication should be honest, timely, and empathetic.

5. Basis of Recommendations

These recommendations align with Fern Fort University's mission and core values by emphasizing academic integrity, ethical behavior, and transparency. They also consider the needs of external customers (students, donors) and internal clients (faculty, staff).

Furthermore, these recommendations are designed to mitigate the risk of reputational damage, legal action, and loss of trust. By addressing the ethical breach head-on, Dr. Jones can demonstrate her commitment to ethical leadership and rebuild trust within the university community.

6. Conclusion

Dr. Jones faces a critical juncture in her leadership journey. By embracing transparency, accountability, and ethical leadership, she can transform Fern Fort University into an institution that prioritizes academic integrity and ethical behavior. This transformation will require a comprehensive approach that addresses the root causes of the ethical breach and fosters a culture of ethical decision-making.

7. Discussion

Alternative approaches to address the ethical breach include:

  1. Silence: Dr. Jones could choose to remain silent and avoid confrontation. However, this approach would compromise her integrity and potentially perpetuate the unethical practices.
  2. Internal Resolution: Dr. Jones could attempt to address the issue internally without involving external stakeholders. This approach could be less effective in addressing the root causes of the problem and may not be perceived as transparent.

These alternatives carry significant risks, including reputational damage, legal action, and loss of trust. Our recommended approach minimizes these risks by prioritizing transparency, accountability, and ethical leadership.

8. Next Steps

  1. Immediate Investigation: Dr. Jones should initiate a confidential investigation within the next week.
  2. Ethical Guidelines Development: The university should develop and implement new ethical guidelines within the next month.
  3. Whistleblower Program Implementation: The university should implement a whistleblower protection program within the next two months.
  4. Admissions Process Review: The university should complete the review of the admissions process and implement changes within the next three months.
  5. Leadership Training: The university should launch leadership training programs for all faculty and staff within the next six months.
  6. Stakeholder Communication: Dr. Jones should begin communicating with stakeholders about the ethical breach and the steps being taken to address it within the next week.

By following these steps, Dr. Jones can effectively address the ethical breach, rebuild trust, and create a more ethical and sustainable future for Fern Fort University.

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Case Description

This case set is part of the Giving Voice to Values (GVV) curriculum. To see other material in the GVV curriculum, please visit http://store.darden.virginia.edu/giving-voice-to-values. Tom Patton is the head of internal communication at a cybersecurity company, RothBabbitt Cyber (RothBabbitt), which was the victim of a significant cyberattack. After informing Patton about the situation, his supervisor, Chief Communication Officer Lucille Givens, tells him to develop a plan to communicate the bad news to employees. Because the cyberattack is being announced to the public in two days, Patton will have only 24 hours to complete his plan. Fearing additional legal exposure, Givens and the company's general counsel instruct Patton not to share this news with anyone not already informed and to minimize the details that leadership will communicate to employees. Patton disagrees with this approach because he believes it is dishonest and unwise. He also thinks the company should be more transparent with the public. In his view, the right path is to provide full disclosure to employees who will already feel blindsided by the news. This case set is intended for use at the MBA level in courses on Strategic Communication, Organizational Behavior, Leadership, Tech Ethics, and Ethics. While it was written for an MBA curriculum, it can also be used by graduate and advanced undergraduate students in Communication, Journalism, or Computer Science who have experience employing the ideas in Mary Gentile's Giving Voice to Values (GVV) book and curriculum.

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