Editing Innovation Communities (Fall 2017) (section)

=== Participation and Cases ===

The course relies heavily on participation, discussion, and the case study method.  Although they are not used frequently in the Communication Leadership program, case studies are probably the most common model of teaching in business schools. A standard “case” usually involves reading around to 20-35 pages of background about an organization or group facing an ambiguous or difficult challenge. I will mark certain readings as "[Cases]" in the syllabus and I will expect you to read these particularly closely.

It is important to realize that we will not summarize case material in class and I will not cover it in lecture. I expect you all to have read it and we will jump in and start discussing it.

Cases ask students to put themselves in the positions of managers in the firms described to tease out the tensions and forces at play in the case and to construct — through group discussion — the broader lessons and takeaways. Cases are a wonderful way to connect the sometimes abstract concepts taught in many academic courses to real examples of the type of ambiguous situations that you will likely encounter in your career. Generally speaking, there are not right and wrong answers in cases.

Typically, professors teaching cases cold call on students in rooms of hundred students. Since our class will be smaller than a typical case-based class, cold calling ''might'' not be necessary very often although I will sometimes use it and you should always be ready to answer every question. I expect every student to be in class every week and to be prepared to discuss the cases and the readings. If you have not spoken all class, I may cold call on you.

The "Participation Rubric" section of [https://mako.cc/teaching/assessment.html my detailed page on assessment] gives the rubric I will use in evaluating participation. Please read that page carefully.