Page 69 - The Case Lab Book

- don't accept the most obvious answer-try playing devil's advocate; put yourself in the
other person's shoes

- be careful about hindsight; actors in the case usually
- don't have access to outcomes when they act so avoid "Monday Morning
Quarterbacking"-consider what actors in the case are reasonably likely to know or do
there is a great tendency to evaluate behavior as good or bad; I care about why it

occurred; judgments leads to a poor analysis focusing on justification for the evaluation
the concern is not whether behavior is good or bad but why it occurred and its

consequences

Do;
- accept the multiple causality of events
- explore as many ways to fit the data together;

- avoid premature solutions and premature judgments
- avoid blaming or judging people

1. FORMULATION AND EVALUATION OF ALTERNATIVES

(what can be done? Which alternatives are feasible, compatible,

consistent?)

a) Status Quo (do nothing)
b) Concentration

c) Horizontal Integration
d) Vertical Integration

e) Diversification
f) Joint Ventures/Strategic Alliances
g) Retrenchment
h) Divestiture

i) Liquidation
g) Innovation

k) Others