CM-MOG1010, Negotiation and Leadership

Case Study
Purpose of Assessment
To identify the problem in order to create a proper negotiation strategy that meets the needs of
stakeholders.

Value (%)
This assignment is worth 20% of your course grade.

Course Learning Outcomes (CLOs)

By completing this assessment, you will be able to:

 CLO 1: Explain the elements, situations, and need for negotiations to manage conflict.
 CLO 2: Identify appropriate negotiation tactics and strategies to create value for the
organization.
 CLO 3: Identify appropriate bargaining tactics and strategies to create value for the
organization.

Task
You have been called in as consultants to negotiate a resolution between the construction company
and the hospital’s stakeholders. You will need to create a strategy to ensure the hospital is built and
it opens in 2012. You also need to ensure that the costs to build the hospital do not exceed 10% of
the original budget because that is all that is available as a contingency.

Time Commitment
This assignment should take you approximately three (3) hours to complete.

How to Complete This Assessment

Step 1: Read the case study.

3P Construction of a New Hospital
In 2007 a public private partnership was formed to create a new hospital in southern Ontario to serve
a catchment area of 1 Million people. The need was evident in the community because the closest
hospital was over 10 kilometres away from the majority of the catchment area. Over 65% of the
population were over 10 kilometres away; therefore, the community members were very excited to
have a new hospital in their community.
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The hospital was to be one of the most patient centric hospitals in Ontario, and a model for all of
Canada. Benefits of the hospital included a number of process innovations and digital technologies
(including an iPad in each patient room). (Read article)
“Before and during the current planning period … what we were aiming to produce was high quality
and safe medical care, excellent patient experience, and excellent process efficiency,” Lahdenne said
Lahdenne is the CEO of the new hospital. “We are not trying to produce high-quality medical care at
any cost. We cannot really be proud of our high-quality results if they are not cost-effective or if they
are not producing very good patient experiences. So, this triangle was really taken into consideration
strongly at every step in the planning process.” Lahdenne said.
“The hospital has a daunting charge.”
As the flagship patient centric hospital in Ontario’s public healthcare system, they are responsible for
the routine care of all ages in the Southern Ontario area. They are also responsible for many areas of
specialty care for children throughout the province, partnering with the famous Sick Kids Hospital,
located in Toronto, Ontario.
Administrators are quite thrilled that they will serve many children at this hospital because they will
act as a secondary care children’s hospital for the whole province. There is an anticipation that
almost 150,000 outpatients a year will be served, and almost 60,000 emergency visits per year are
expected.
The project was anticipated to cost $500 Million and five years to build, with a target date of October
28, 2012 as the grand opening. This was communicated to the community. During this time, there
would be many community fundraising events and the government pledged half of the costs for this
project to a maximum of $275 Million. As of March 2010, over $150 Million was raised through
private donations, corporate and personal.
In 2011, the construction company responsible for the building of the hospital called an emergency
meeting with politicians, the board of directors of the hospital, and the senior leadership team of the
hospital. The construction company indicated that delays in obtaining permits, the need to buy
special equipment, and a turnover in key staff has created a six- month delay in the completion date
and an increase of $110 Million in the budget. This represented a price increase of more than 20%.
The politicians, board of directors, and senior leadership were shocked and disappointed with this
news. Many harsh words were spoken, and blame was transferred indicating that the construction
company acted in an irresponsible manner creating a deficit in funding and even suggested the job
was agreed to with the intention of inflating costs.
The construction company suggested that the expectations of the hospital board and administrators
were not realistic, and many changes being presented on a quarterly basis, even though they were
small changes, resulted in rework and frustration; hence, the change in leadership in the construction
company.
The 3P relationship was put at great risk, leaving the future of the hospital in question.
CM-MOG1010, Negotiation and Leadership

Step 2: Consider the following questions to guide your case study analysis.
1. What is the problem statement?
2. What are the secondary problems that exist?
3. What are the facts of this case study?
4. What are the strengths, weaknesses, opportunities, and threats of building this hospital?
5. Who are the stakeholders? What is the role of each stakeholder?
6. What are the risks that need to be considered?
7. How can you mitigate those risks?
8. What are the alternatives you are considering in managing the problem statement and
secondary problems?
9. What negotiation tactics and strategies are you recommending to the construction company?
10. What negotiation tactics and strategies are you recommending to the hospital board and
administrators?
11. What negotiation tactics are you using to create harmony between the hospital stakeholders
and the construction company?

Step 3: Write the case study analysis and report

The step-by-step guide below will help you to craft a solid case study report. Please see Example of
an Excellent Case study report – link in Moodle shell -- to view an exemplar. Please see the rubric for
specific grading criteria.

Help: What is a Case?

Cases are real life business situations written up in a condensed fashion to isolate specific
business management concerns. Cases are very useful learning tools because they provide students
with an opportunity to apply course concepts in a more realistic context and to develop useful
analytical skills for decision-making. They also help to develop interpersonal communication skills,
independent thought and creativity.
In the School of Business, we have developed a standard format which students are expected
to use for all case submissions. This document is designed to communicate this format.
We introduce the format in the first semester. Please note that your professors in second and
later semesters will expect that you have learned how to construct a case report!
Please read this guide carefully and follow the given instructions to create your case report.
Your Professor will provide you with a specific grading scheme (Rubric) in courses where cases are
required.
CM-MOG1010, Negotiation and Leadership

General Strategy for Completing a Case Study

In approaching a case, picture yourself as a consultant being hired to assist the company deal
with a specific problem. Remember that cases are designed to stress course content; you will find
that each course will require you to focus on the special knowledge and expertise of that topic area.
Please remember also that cases cannot cover all aspects of a real-world business problem or
issue. Some are still quite comprehensive and require students to deal with overall business
environments and strategies. Others are designed to deal with a key issue and only certain
information will be given. Focus on the information provided in the case write-up and do not go into
areas where you are lacking specific information unless specifically requested by your instructor.
Read the assigned case information several times and create rough notes before attempting
the hand-in copy. Do not try to sit down and write your case report the night before it is due. Leave
yourself plenty of time for revisions and proofreading.
Remember too that cases are only useful learning tools for the active learner: try to participate
actively in the case process!

Overview of Content Sections

You will normally be asked to organize a case report into the sections outlined next. Keep in
mind that the report sections should tie together in terms of content: the Summary of Important
Facts provides a situation analysis; this leads to a Definition of the Problem; the Analysis provides an
assessment of logical alternate solutions to the problem; the Recommendations give the reader the
solution(s) chosen, with reasons why; the Implementation section provides a specific plan to
implement the recommended solution(s); finally, the Executive Summary provides an initial overview
of the report. Case format steps basically follow the problem-solving process.

A) Executive Summary
The purpose of an executive summary is to provide the reader with a clear and concise
overview of the contents of your report. The executive summary is typically short (less than one
page) and should contain three basic sections:
1) a brief introduction to the firm/product/situation,
2) an indication of the key problem(s) you have defined, and
3) your final recommendation(s) and/or plan of action.
(Please note: The Executive Summary is placed before the Table of Contents when you are putting
the report together, so it is the first thing the reader reads)
CM-MOG1010, Negotiation and Leadership

B) Summary of Important Facts

Using the given information, develop a clear and concise summary of what is happening in the
case. Do not re-state the entire case – just the most salient (important) facts and organize the
information into appropriate sections.
Remember that in business, consulting reports are often read by a variety of people, for a
variety of purposes. Never assume that the reader sees the big picture: introduce it and develop it
clearly!
An important aspect of writing this section is that it helps you to clearly understand the given
information. This should help you to isolate the specific problem.
An environmental scan is often a component of this section, along with associated SWOT
analysis. Including these helps to provide a complete ‘situation analysis’.

C) Statement of the Problem(s)

Without a doubt, the most difficult part of solving any case is defining the main problem or
issue presented by the case. Very often, you will notice several obvious difficulties in the case, such
as a decline in sales of a product. These are symptoms of the key problem. Your job is to identify
"the key problem". In order to identify the "key problem" you will have to ask yourself, "What is at
the root of all of the symptoms I can see?" The answer to this question is your "key problem".
You may also want to include any other problems, which are significant but unrelated to the
main problem. However, be careful not to get sidetracked by unimportant issues.

D) Analysis
This section is the real "body" of your case report. The main concern here is: how can the
problem be solved? Some potential solutions may be suggested in the case. Very often, however, you
will need to think of other alternatives. Often, your self-generated alternatives are better than those
listed in the case! Be imaginative but be reasonable!
Your grade will depend on the quality of the alternatives solutions as well as your ability to
identify the relative strengths and weaknesses of each alternative. In other words, your rationale or
argument is as important as the final answer. In cases, we cannot test your answer to see if it will
work. Instead, we look at your reasoning for choosing a particular alternative. This means that you
must ensure that your analysis is clear, concise and complete.
You must also ensure that the reader can easily follow your analysis by organizing the content
appropriately. The use of sub-headings for sections within the analysis is strongly recommended and
is often helpful for the reader.

E) Recommendation/Your Best Solution

Once you have analyzed the relative strengths and weaknesses of all of your alternatives, you
should state what you feel is the best solution and provide your reasoning as to why. This may be
one of the alternatives you examined or may be a combination of several acceptable alternatives.
CM-MOG1010, Negotiation and Leadership

There are two key rules for this section, firstly, be concise (do not repeat the pro/con analysis)
and secondly, do not recommend any additional alternatives which have not been covered in the
analysis section.

F) Implementation/Plan of Action
It is good business practice to clearly outline the steps necessary for implementing the
recommended solution. You must clearly indicate the steps or decisions to show how the organization
can actually get your recommendations accomplished.
Appropriate content to consider here (use sub-headings!) could be: the financial and human
resources required, and specific tasks that will need to be done over time: immediate tasks, short
term tasks, and long-term tasks to guide the implementation process.

Case Format Concerns

Once you have created a ‘rough draft’ of the report, you need to generate a suitable format
for the ‘hand-in’ copy. The following format requirements should be followed:
1) Complete/formal sentence and paragraph structure must be used in the written sections of formal
reports. Point-form can only be used in exhibits or appendices.
2) For reader convenience, your report should be one and a half or double spaced, with standard
one-inch margins, and 12-point font.
3) Provide a Title Page with the: Name of your report
 Name of Professor
 Course name and number
 Names of all group members with student ID and email for each member
 Date of submission and Case Study title
4) Construct a Table of Contents with all your section Major headings and Minor headings in the
correct order. Note that your Major headings are all given in the content guide provided in this
document! Use a standard format, with headings listed on the left of the page, and page references
on the right. Ensure you number the pages electronically.
5) Use Exhibits/Appendices to supplement or simplify the presentation of certain case information.
This includes any appropriate charts, diagrams, financial statements or statistical analyses.
Remember that Exhibits are supplements, not substitutes, for written analysis. Refer the reader to
the appropriate exhibit when you are presenting the analysis in the written section.
6) Headers and Footers: Please provide the Course Name and Number in a header, and the Page
Number in the footer.
CM-MOG1010, Negotiation and Leadership

7) References: Please credit all References you have used (other than your text) using MLA works
cited styling guide, available in the Library.

Format Summary
The professional presentation of your case submission is an important part of the whole package
being submitted for marking. Here is a checklist:
 Do you have section headings?
 Is the content organized for the reader?
 Are your pages numbered clearly?
 Have you included a well-presented title page and table of contents?
 Are exhibits clearly labeled? Is your report neat, electronically word-processed and printed,
with no whiteout, or handwritten corrections?
A professional presentation is like a first impression. Make it count!

In Conclusion
It is not uncommon for students to find case analysis difficult, especially when cases are first
introduced. However, if you work at the process, use the resources that you have (such as your
text!) and actively participate and communicate with your Professor and other students, you will find
that cases can help you to develop many key management skills.
The grading Rubric for the Case is attached on the next page. Please refer to the rubric when
constructing the case report.

***see Grading Criteria below

CM-MOG1010, Negotiation and Leadership

Grading Criteria
Level 5 Level 4 Level 3 Level 2 Level 1
Criteria Mks
80 – 100% 70 – 79% 60 – 69% 50 – 59% < 50%
Executive 5% - summary is concise - summary is - summary is somewhat - summary is sometimes - summary is not concise
Summary and relevant generally concise and concise and relevant relevant - summary reflects little
- overview made of relevant - an attempt made to - some critical issues or no relevance to rest
all critical issues - most critical issues identify critical issues identified of case
- summary captures identified - little or no critical
reader’s interest issues identified
Description of 10% - excellent description of - description includes - an attempt made to - few key facts described - little reference made to
Current key relevant facts mostly relevant facts describe relevant facts - facts not always key facts
Situation/ - clear picture of internal - internal and external - some internal and relevant - facts not relevant
Environmental environment environments addressed external environments - description of - no reference to
Scan - clear picture of well addressed environments incomplete environments
external environment
Statement of 10% - major problem clearly - major problem - an attempt made to -missed the actual - problem not identified
Problem and defined somewhat defined define the problem problem but tried to find - implications not stated
Implications if - secondary problem(s) - implications somewhat - an attempt made to one!
Problem not clearly defined (where stated state the implications - implications not likely
Solved appropriate)
- implications if problem
not solved clearly stated

Analysis 40% - excellent response to - good response to the - adequate response to - some awareness of the - little or no awareness
the main implications as main implications as well the main implications of main implications of the of the main implications
well as some of the as some of the subtleties the case case of the case
subtleties of the case of the case - adequate analysis of - some analysis of the - little or no analysis of
- Excellent analysis of - good analysis of the the relative strengths relative strengths and the alternatives
the relative strengths relative strengths and and weakness of all weakness of alternatives - response is mainly
and weakness of all weakness of all alternatives - response consists insignificant or not
alternatives alternatives - an attempt made to mainly of relevant
- analysis of the situation - analysis of the situation complete analysis unsubstantiated - response demonstrates
is consistently detailed is generally detailed - demonstrates some generalization little knowledge of
- excellent - demonstrates a good understanding of course - demonstrates little course material
understanding of how understanding of course material connection to course
course material relates material material
to case
CM-MOG1010, Negotiation and Leadership

Level 5 Level 4 Level 3 Level 2 Level 1

Criteria Mks
80 – 100% 70 – 79% 60 – 69% 50 – 59% < 50%

Recommendati 15% - excellent outline of - good outline of chosen -adequate outline of chosen - chosen alternative is not - recommendation not
ons and chosen alternative and alternative and provides alternative and provides a practical or logical choice provided
Implementation states why it was selected reasoning as to why it was some reasoning as to why it - reasons for selection of - little or no explanation
- demonstrates excellent selected was selected alternative not relevant- given as to why alternative
reasoning for choice of - demonstrates good - adequate outline of how - some attempt made of was chosen
option selected shows reasons for choice of the plan of action would be how the plan of action - little or no plan of action
practicality and logic option implemented would be implemented is outlined
- excellent outline of how - good outline of how the
the plan of action would be plan of action would be
implemented implemented

Organization, 10% - excellent organization of - good organization of - adequate organization of - some parts of case - case often unorganized
Format, Layout material material material organized - response shows little
- excellent understanding - good understanding of - adequate understanding of - response shows some understanding of format
of format and layout format and layout format and layout understanding of format and layout
and layout
Formal Use of 10% - language is clear, varied - language is consistently - language is generally - language is sometimes - language is rarely clear or
Language and precise clear and coherent clear and coherent clear and coherent coherent
- no significant lapses in - only a couple of lapses in - some lapses in grammar, - although sentences used, - point forms, incomplete
grammar, spelling and grammar, spelling and spelling and sentence many lapses in grammar, sentences are often used
sentence construction sentence construction construction spelling and sentence - case does not appear to
- shows excellent transition construction have been proofread
of thought
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How to Submit Your Assessment

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provided due date.

How to Cite References

Provide references in APA format for information discussed in this assessment description. For more
information on citing sources in APA format, please review the “How to Cite” resources from The
Learning Portal. Click on the “APA” tab under “Citation Examples”.