Publication records

The four-part case study (text cases A, B, C, and video case D) illustrates key concepts and lessons about leading adaptive change in the context of some extra-musical initiatives of Berlin-based and world-famous conductor and pianist Daniel Barenboim. The case illustrates the challenges associated with resistance to adaptive change, understanding of stakeholders, management of conflicts, and the psychological challenges of leading unpopular, although important, change efforts under the conditions of pressure from various affected parties, who consciously or unconsciously attempt to divert the change-oriented leader from pushing forward. The case serves as fruitful ground for exploration of the theory of adaptive change (as put forward by Heifetz and Linsky), discussion of the dangers of leading, and psychological challenges of leading.

The four-part case study (text cases A, B, C, and video case D) illustrates key concepts and lessons about leading adaptive change in the context of some extra-musical initiatives of Berlin-based and world-famous conductor and pianist Daniel Barenboim. The case illustrates the challenges associated with resistance to adaptive change, understanding of stakeholders, management of conflicts, and the psychological challenges of leading unpopular, although important, change efforts under the conditions of pressure from various affected parties, who consciously or unconsciously attempt to divert the change-oriented leader from pushing forward. The case serves as fruitful ground for exploration of the theory of adaptive change (as put forward by Heifetz and Linsky), discussion of the dangers of leading, and psychological challenges of leading.

The four-part case study (text cases A, B, C, and video case D) illustrates key concepts and lessons about leading adaptive change in the context of some extra-musical initiatives of Berlin-based and world-famous conductor and pianist Daniel Barenboim. The case illustrates the challenges associated with resistance to adaptive change, understanding of stakeholders, management of conflicts, and the psychological challenges of leading unpopular, although important, change efforts under the conditions of pressure from various affected parties, who consciously or unconsciously attempt to divert the change-oriented leader from pushing forward. The case serves as fruitful ground for exploration of the theory of adaptive change (as put forward by Heifetz and Linsky), discussion of the dangers of leading, and psychological challenges of leading.

The 15-minute video case study presents the Orpheus Chamber Orchestra, a world-renown orchestra that works without a conductor and is thus very different from almost every other orchestra of its size in the world. The musicians are responsible for jointly developing the interpretation of a piece of music. Everybody is asked to contribute to this process. The orchestra members are rotated frequently, so that everybody is a soloist or section leader at times, in the "tutti" at other times. Put differently, every musician is a leader at times, a follower at other times. The case study is showing how the orchestra works in the context of workshops with executives from the corporate world. The case focuses on contributions by the musicians of Orpheus, outlining the vision, the process of work, and the underlying values shared by the orchestra members. The case illustrates principles of shared, distributed leadership and thus sheds light on traditional, hierarchical concepts of leadership and aspects of leadership and teamwork.

Michel Portal, an executive with Auchan in France, has been appointed to head up a new acquired subsidiary in the imaginary country of Syldavia. This case is based on a real situation that has been disguised to ensure confidentiality of the persons involved. Syldavia, as a the host country is depicted as a economy in transition, and as such could be considered as one of the eastern and central European countries, although the case that inspired this situation is not situated in this part of the world. Auchan Syldava is typical of a "taking charge" case study where participants are expected to help Michel Portal, the new CEO, to develop a strategy for his new assignment for a company that he is expected to turn-around in a relatively short time span. The case provides a detailed description of the Grünfeld group which Auchan has acquired as well as the strategic, organizational and cultural context both at the mother company and the new subsidiary.

"It takes two to speak the truth - one who speaks and one to hear." (Thoreau) This 19-minute video case-study documents scenes from a workshop of the Critical Orchestra (Das Kritische Orchester), a music ensemble consisting of very experienced musicians who are joining once a year for very special rehearsing sessions. The musicians - from such world class ensembles such as the Berlin Philharmonic, the Staatskapelle Berlin, or the Gewandhausorchester Leipzig - work and have worked with the world's leading conductors: Karajan, Bernstein, Kleiber, Abbado, Rattle, Barenboim etc. In this special workshop they will, however, be led by rather inexperienced conductors in their late twenties or early thirties. These young conductors are given the chance to rehearse selected pieces with the orchestra - only to then be given feedback by these very experienced, world-class musicians. The case study owns much of its force to the double-reversed setup vis-a-vis expectations: Senior, experienced musicians being led by rookie conductors; and the musicians in the orchestra telling the conductors what to do. The case study can be used to illustrate the concept of feedback, focusing on the challenge of making this process effective for the parties involved. It allows for reflections on giving and receiving feedback and may be used in courses covering issues related to feedback or coaching (individual consultations, group coaching, or peer coaching). It can also be used to introduce feedback and coaching elements into programs then serving as an introduction and lead-up to these program elements.

The “drawbridge” is the short story of a baroness who, despite orders by her husband not to leave the castle, pays a servant so that she can leave the castle to visit a lover overnight. On her way back to the castle, she is killed by a madman after she unsuccessfully tried to get help from her lover, a boatman, and a friend. The half-page story has been circulating for more than three decades and is widely used for educational purposes throughout the world. Even though it is a classic, it has not been used as a case study in the context of management and leadership classes. It is available as a text version or comic strip.

There is an increasing interest in “responsible leadership” and “responsible business.” This case is an ideal opening for such topics. It may also be used as an introduction to leadership or general management programs, as an illustration of case work (different perspectives, no right and wrong answers, participants “doing” the work, discussion rather than lecture), as an illustration of the fuzziness of language, which we deal with in many (management) contexts (e.g. guilt vs. accountability vs. responsibility vs. fault), and/or as an illustration of how people look at the same context or phenomenon, but reach very different interpretations and judgments.

Jim Robertson was on his way to London on January 6, 2003 to start his new assignment. At 33, he was to be the new player in the London management team of Wisant, a technology-consulting firm that thirteen years after its foundation already looked back on a lively and uneven history. This former New Economy star was now fighting for survival in a market that had dramatically changed between 2000 and 2002. Wisant's CEO James Watson had send Jim to London to realign the managerial system of the UK subsidiary, which had experienced a significant drop in revenue over the previous 12 months.

This three-part case-study illustrates key concepts and lessons about leading adaptive change in organizations in the context of turning around Deutsche Telekom, one of the world's largest telecommunication companies. The case portrays some of the efforts undertaken by Deutsche Telekom under the leadership of René Obermann after his ascent to the CEO position in that organization. The case illustrates the challenges associated with resistance to adaptive change, management of expectations of organizational members from their leaders, and the psychological challenges of leading necessary, but unpopular, change efforts under the conditions of pressure from organizational stakeholders, who consciously or unconsciously attempt to divert the change-oriented leader from pushing the organization forward. The case serves as fruitful ground for exploration of the theory of adaptive change as put forward by Heifetz & Linsky (2002), Heifetz, Grashow, & Linsky (2009a, 2009b), discussion of the dangers of leading (Heifetz & Linsky, 2002), and psychological challenges of leading (Kets de Vries, Korotov, & Florent-Treacy, 2007).

This three-part case-study illustrates key concepts and lessons about leading adaptive change in organizations in the context of turning around Deutsche Telekom, one of the world's largest telecommunication companies. The case portrays some of the efforts undertaken by Deutsche Telekom under the leadership of René Obermann after his ascent to the CEO position in that organization. The case illustrates the challenges associated with resistance to adaptive change, management of expectations of organizational members from their leaders, and the psychological challenges of leading necessary, but unpopular, change efforts under the conditions of pressure from organizational stakeholders, who consciously or unconsciously attempt to divert the change-oriented leader from pushing the organization forward. The case serves as fruitful ground for exploration of the theory of adaptive change as put forward by Heifetz & Linsky (2002), Heifetz, Grashow, & Linsky (2009a, 2009b), discussion of the dangers of leading (Heifetz & Linsky, 2002), and psychological challenges of leading (Kets de Vries, Korotov, & Florent-Treacy, 2007).