No. 2, August 2021
There are two very different ways to start a class by the case method: soft launch and point-blank. The first follows the logical sequence of case analysis, starting with the identification of the problem and the assessment of the environment in which the protagonist finds himself, understanding the protagonist's objectives. The second is "point-blank": on the decision to be taken, with a direct and surprising call, popularly known by the anglicized term "cold call". The name of this blog comes from this last practice.
Once immersed in the discussion of the case, I have observed that cold calling is less frequently employed. And it is unfortunate, because this practice can enrich the classroom environment-especially if it is face-to-face, not virtual-and elevate the quality of the discussion, for several reasons. First, it helps maintain a desirable level of classroom tension, one that contributes to learning. People are less likely to sleep, or to check their e-mail if anyone with or without their hand raised can be the next person invited to participate.
Second, it tends to form the habit of engaging in discussion either verbally or nonverbally: "You can participate without talking," said C. Roland Christensen, the case method teacher at Harvard Business School (HBS), "...and you can talk without participating. Roland Christensen, the case method teacher at Harvard Business School (HBS), "...and you can talk without participating." I have observed that the recipients of these surprise calls then begin to raise their hands as the session progresses. And even if they don't always have the opportunity to participate, they are more engaged: participation becomes more inclusive.
More importantly, class members who do not raise their hands, when called upon without warning, make the most unique and (sometimes, not always) valuable contributions. They are spontaneous, out of the box and open up new avenues of exploration.
Now, cold calling has risks. The biggest one is that the recipient is shy and the experience leaves a wound that is not so easy to heal. Instead of creating the habit of participating, it has the opposite effect. One way to engage the shy is thewarm call with advance notice or a soft question, avoiding point blank.
Another risk is that the person has some information, bias or political or religious belief that produces an uncomfortable response. C. Roland Christensen recalls inviting a participant in the Senior Management Program to initiate the Heublein case, about the decision of a liquor company selling the Smirnoff brand of vodka, whether or not to acquire a brewing company. There was total silence among all members of the class, who knew that the person called was a teetotaler with deep feelings against the vice of liquor.
Situations such as these can be avoided with a good advance review of information about class members. Make cold calls to enrich the discussion, but know the students well enough to know who to call.
