How to Analyses Cases?

What is a CASE
Description of an actual situation, involving a decision, a
challenge, an opportunity, a problem or an issue faced by
a person or persons in an organization.
Application of theory and concepts to evaluate a real life
situation.
Cases are field- based.
Cases are released in various forms. eg print, film, CD,
audio, etc.

OUR OBJECTIVE TODAY

1. How to reduce time in Case Analysis?
2. Understand and appreciation of Small
Group Discussion.
3. How to present case analysis?
4. Understand what evaluators are looking
for.

Three Stage Learning Process

Learning

Individual
preparation
120

Small group
discussion

30

Large group
discussion

80

Time in
minutes
4

The Case Difficulty Cube

2
3

Conceptual

Presentation

Analytical

The Analytical Dimension

1. Problem/ Issues and Decision stated.
2. Problem and Alternatives given but does not includes
the final decision.
3. The decision/ challenge/ issue needs to be identified.

The Conceptual Dimension

1. One or two simple concepts.
2. Complex or multiple concepts.
3. Integrative concepts with prerequisites.

The Presentation Dimension

1. Short cases, 3-6 pages 1-2 exhibits
2. Medium length, 7-10 pages with some missing
information.

3. Long case, 10- 30 pages with substantial amount of

missing and disorganized data.

Case Preparation
Chart

Short Cycle Process

1.
2.
3.
4.
5.
6.

Read Opening and Ending Paragraphs.

Who? What? Why? When? How?
Quick Look at the Exhibits
Quick Review of the case subtitles
Skim Case body
Read Assignment Questions

10

Long Cycle Process

1. Part 1: Read the case (Exh 3-3 on pg 37)
2. Part 2: Apply the case solving process
1.
2.
3.
4.
5.

Define the issue (Exh 3-4 pg 43)

Analyze the case data (Exh 3-5 pg 44)
Generate Alternatives
Select Decision criteria (Exh 3-6 pg 48)
Analyze and evaluate alternatives (Exh 3-7
pg 49)(Exh 3-8 pg 51)(Exh 3-9 pg 52)
6. Select preferred alternatives
7. Develop an action and implementation Plan
(1/3 of the action plan should contain 2/3 of the specific steps about
who, what, when, where and how)

11

MISSING INFORMATION
1.
2.
3.
4.
5.

What information is really required?

Why is it critical to have this information?
Where is this information? Who has it?
How much time and money will it take?
If provided, what difference will it make to
my decision?

12

TYPE OF ASSUMPTIONS
1. Context Assumption

(Obvious)

2. Normal State of Affairs

(Reasonable if not mentioned trust the case

writer)

3. Decision Criterion

(Criteria for evaluating alternatives)

4. If-Then

(mostly used for alternative evaluation or

implementation)

5. The perfect person

(Dangerous and lease useful remove or get a

person)

13

Inside on Case Writing: Decisions Over

Checklist
Time Frame
Story Line
Decision
Frame

Decision
Frame

Decision
Frame

14

Inside on Case Writing: Decisions Over

Time Frame

6
Evaluation

5
implementation

1
Issue not
identified

The six decision

frame
cut options
7b
4
Decision

2
Awareness and
information
gathering

3
Analysis and alternative
generation

15

Inside on Teaching: Teaching

Objectives
1. Skills on the Analytical Dimension

Identify or Define a problem, issue, decision or opportunity.

Evaluate the decision already taken.

Analyze a problem or issue.

Specify decision criteria.

Develop and evaluate alternatives.

Generate an action and implementation plan.

2. Conceptual Dimension
Theories

Concepts

Techniques

____________

_______________

_____________

____________

_______________

_____________
16

Inside on Teaching: Teaching

Objectives
3. Skills on the Presentation Objectives
Separate relevant, important information from available
or interesting information.
Specify relevant missing information.
Organize information logically.
Develop or use appropriate assumptions.
Practice data retrieval.

17

Inside on Case Evaluation

1.
2.

3.

4.

5.

6.

Identification of Issue (s)

Issue analysis

Immediate / Basic

Importance/ Urgency

Causes/ Effects

Constraints/ Opportunity

Quantitative/Qualitative analysis
Alternatives/ Analysis

Analysis of alternatives provided

Generation of other alternatives

Decision criteria
Recommendations

Legitimacy of chosen alternative

Reasonableness of predicted options

Feasibility of action/implementation plan

Logic

Congruence between analysis and recommendation (s)

Presentation

Quality of language

Appropriate us off exhibits

Organization of the report/presentation/discussion.

18

CASE COMPETITION
TAKE HOME CASE
No questions Given
initially. Just prepare
Questions given for
next meeting ..
Presentation
Case Discussion
Report (very seldom)

CASE HANDED AT
THE VENUE
With or without
questions.
Presentation only
maybe with Q & A
Case Discussion
maybe with or without
a facilitator.
Both, presentation and
discussion.
Short report could be
combined with the 19
above.