Harvard Case - The Incident in Kabul
"The Incident in Kabul" Harvard business case study is written by Karen E. Boroff, Matthew Pratt. It deals with the challenges in the field of Organizational Behavior. The case study is 10 page(s) long and it was first published on : Sep 1, 2017
At Fern Fort University, we recommend a comprehensive approach to address the challenges faced by the Kabul office of the international non-profit organization. This approach involves a multi-pronged strategy focused on organizational culture, leadership development, employee engagement, and crisis management. By implementing these recommendations, the organization can foster a more cohesive and resilient work environment, improve employee morale and performance, and effectively navigate future crises.
2. Background
The case study 'The Incident in Kabul' portrays a challenging situation for an international non-profit organization operating in a high-risk environment. The organization faces a critical incident involving the death of a staff member, leading to widespread fear, anxiety, and distrust among employees. This incident highlights the importance of robust organizational culture, effective leadership, and strong crisis management protocols.
The main protagonists of the case study are:
- The Executive Director: Responsible for overall organizational leadership and decision-making.
- The Country Director: Responsible for managing the Kabul office and its staff.
- The Staff Members: Facing the immediate impact of the incident, experiencing fear, anxiety, and a lack of trust in the organization.
3. Analysis of the Case Study
The case study reveals several key issues:
- Weak Organizational Culture: The existing organizational culture lacks a strong sense of community, trust, and support, particularly in the Kabul office. This is evident in the lack of communication and transparency, leading to rumors and misinformation.
- Ineffective Leadership: The Country Director's leadership style is perceived as detached and unsupportive, contributing to the staff's feelings of vulnerability and lack of trust.
- Inadequate Crisis Management: The organization lacks a clear and effective crisis management plan, leading to a chaotic response to the incident and further exacerbating the situation.
- Lack of Employee Engagement: The staff feels disconnected from the organization's mission and values, leading to low morale and reduced productivity.
To analyze these issues, we can utilize the Organizational Culture Model by Edgar Schein, which focuses on three levels:
- Artifacts: Observable aspects of the organization, such as physical environment, language, and behaviors.
- Espoused Values: Explicitly stated beliefs and values of the organization.
- Basic Assumptions: Unconscious, taken-for-granted beliefs that guide behavior.
In this case, the organization's artifacts, such as the lack of communication and transparency, reflect a weak underlying culture. The espoused values, like commitment to safety and well-being, are not effectively translated into practice. This highlights a disconnect between the organization's stated values and its actual behavior, leading to a lack of trust and engagement among employees.
4. Recommendations
To address the challenges faced by the Kabul office, we recommend the following actions:
1. Strengthening Organizational Culture:
- Develop a shared vision and values: Conduct workshops and discussions with staff to collaboratively define the organization's mission, values, and principles, emphasizing safety, transparency, and employee well-being.
- Promote open communication and transparency: Encourage open dialogue, regular meetings, and transparent communication about organizational decisions and policies.
- Foster a culture of trust and support: Implement programs and initiatives that promote trust, respect, and mutual support among staff members. This could include team-building activities, mentorship programs, and peer support networks.
2. Developing Effective Leadership:
- Leadership training and development: Provide training to the Country Director and other leaders in areas such as emotional intelligence, conflict resolution, and crisis management.
- Empowerment and delegation: Encourage the Country Director to delegate responsibilities and empower staff members to take ownership of their work.
- Mentorship and coaching: Provide mentorship and coaching to the Country Director and other leaders to support their growth and development.
3. Boosting Employee Engagement:
- Employee engagement surveys: Conduct regular surveys to gauge employee satisfaction, morale, and perceptions of the organization.
- Employee recognition and rewards: Implement programs that recognize and reward employee contributions and achievements.
- Employee resource groups: Establish employee resource groups based on shared interests, backgrounds, or identities to foster a sense of belonging and support.
4. Implementing Robust Crisis Management:
- Develop a comprehensive crisis management plan: Develop a detailed plan outlining procedures for responding to incidents, communicating with stakeholders, and managing media relations.
- Conduct crisis management simulations: Conduct regular simulations to test the crisis management plan and identify areas for improvement.
- Provide crisis management training: Train all staff members on the crisis management plan and their roles and responsibilities in case of an emergency.
5. Basis of Recommendations
These recommendations are based on the following considerations:
- Core competencies and consistency with mission: The recommendations align with the organization's mission to provide humanitarian aid and support to communities in need. They emphasize employee well-being, safety, and a culture of trust and collaboration, which are essential for achieving the organization's goals.
- External customers and internal clients: The recommendations consider the needs of both external customers, the beneficiaries of the organization's work, and internal clients, the staff members. By fostering a positive work environment, the organization can attract and retain qualified staff members who can effectively serve the beneficiaries.
- Competitors: The recommendations aim to distinguish the organization from competitors by creating a more supportive and engaging work environment, attracting top talent, and enhancing its reputation.
- Attractiveness: The recommendations are expected to improve employee morale, reduce turnover, and enhance the organization's effectiveness in achieving its mission.
6. Conclusion
By implementing these recommendations, the organization can create a more resilient and supportive work environment in Kabul, improving employee morale, engagement, and performance. This will enable the organization to effectively navigate future crises and continue its important work in a high-risk environment.
7. Discussion
Alternative approaches to addressing the challenges faced by the Kabul office include:
- Hiring a new Country Director: This could bring fresh perspectives and leadership styles to the office. However, this approach might require significant time and resources for recruitment and onboarding.
- Closing the Kabul office: While this might seem like a drastic solution, it could be considered if the risks posed by the environment are deemed too high. However, this would have significant implications for the organization's mission and beneficiaries.
The key assumptions underlying these recommendations include:
- Commitment from leadership: The organization's leadership must be committed to implementing the recommendations and fostering a positive work environment.
- Employee participation: Staff members must be willing to participate in the process of developing and implementing the recommendations.
- Resources: The organization must allocate sufficient resources to implement the recommendations, including training, development, and communication initiatives.
8. Next Steps
To implement these recommendations, the following steps should be taken:
- Develop a detailed implementation plan: This plan should outline specific actions, timelines, and responsible parties for each recommendation.
- Communicate the plan to staff: The plan should be communicated clearly and transparently to all staff members to ensure their understanding and buy-in.
- Monitor progress and make adjustments: The organization should regularly monitor the progress of implementation and make adjustments as needed.
By taking these steps, the organization can effectively address the challenges faced by the Kabul office and create a more resilient and supportive work environment for its staff.
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Case Description
Captain William Waverly was a member of the US Army's forces in Afghanistan, and was stationed in a post in western Kabul, beginning in late 2011. He was the commander of this post, one of the several bases in that city. US soldiers guarded the power plant located at this post. Waverly and his team also launched the security and stability operations from this location. For this latter function, the US Army always conducted security and stability operations jointly with the Afghan municipal police forces. To conduct these operations, the US government had supplied fuel to the Afghan forces to operate their armored vehicles for city patrols. However, to begin to ensure that the Afghan government was now developing and perfecting its own fuel acquisition, storage, protection, and distribution processes, the two-star US Army general in this region in Afghanistan ordered, in early 2012, all US units to stop providing fuel to the Afghan forces. The objective of this order was to make the Afghan government self-reliant on its own fuel procurement and protection processes. A few days after the order to stop providing fuel to Afghan forces, Afghan police armored trucks pulled into the post for a patrol and expected gas. A tense situation quickly developed. The head of the Afghan forces, Ghotai Sharma, upon learning from one of Waverly's sergeants that he was not getting gasoline that day, became upset. Sharma drew his pistol, started gesticulating and raised his voice. Sharma's troops swung their gun turrets from their armored vehicles toward the US soldiers and Waverly heard the familiar metallic click associated with Sharma's troops chambering an ammunition round in an AK-47 weapon. At the same time, he heard in his earpiece the chattering from his own US troops as they coordinated who was covering what target among the Afghan police should a firefight break out.
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