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Erik Peterson at Biometra (C)
Gabarro, John J.; DeLong, Thomas J.; Soo, JevanCase HBS-411033-ELeadership and People ManagementDescribes the outcome of Erik Peterson's meetings over the course of two days with a number of senior executives from the parent company. Students should have read the (A) and (B) cases. The (C) case may be assigned with the (D) case. A redisguised and updated version of earlier case 494-007.Starting at €5.74
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Antegren: A Beacon of Hope (C)
Margolis, Joshua D.; DeLong, Thomas J.; Heymann, TerryCase HBS-408027-ESupplements the (A) case. An abstract is not available for this product.Starting at €5.74
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Parques infantiles y desempeño organizacional: Gestión de resultados en KaBOOM!! (C)
Leonard, Herman B.; Epstein, Marc J.Case HBS-308S29Knowledge and CommunicationComplementa el caso (A). Para maximizar su eficacia, los casos de color deben imprimirse en color. Un resumen no está disponible para este producto. Incluye exhibiciones de color.Starting at €5.74
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Playgrounds and Performance: Results Management at KaBOOM! (A), (B) and (C), Teaching Note
Leonard, Herman B.; Epstein, Marc J.; Tritter, MelissaTeaching Note HBS-307127-ETeaching Note to (306-031), (306-055), and (306-056).Starting at €0.00
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The 2010 Chilean Mining Rescue (B)
Edmondson, Amy C.; Rashid, Faaiza; Leonard, Herman B.Case HBS-612047-ELeadership and People ManagementNo abstract available.Starting at €5.74
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The 2010 Chilean Mining Rescue (A) (Spanish version)
Edmondson, Amy C.; Rashid, Faaiza; Leonard, Herman B.Case HBS-612S17Leadership and People Managementunstable terrain, rock so hard it defied ordinary drill bits, severely limited time, and the potentially immobilizing fear that plagued the buried miners. Could the trapped miners and rescue workers mobilize before air and resources were depleted? The case describes the ensuing efforts that draw the resources of countless people and multiple organizations in Chile and around the world.Starting at €8.20
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The 2010 Chilean Mining Rescue (A)
Edmondson, Amy C.; Rashid, Faaiza; Leonard, Herman B.Case HBS-612046-ELeadership and People ManagementOn August 5, 2010, 700,000 tons of some of the hardest rock in the world caved in Chile's century-old San Jos mine. The collapse buried 33 miners at a depth almost twice the height of the Empire State Building-over 600 meters (2000 feet) below ground. Never had a recovery been attempted at such depths, let alone in the face of challenges like those posed by the San Jos mine: unstable terrain, rock so hard it defied ordinary drill bits, severe...Starting at €8.20
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Leadership Lessons from the Chilean Mine Rescue
Rashid, Faaiza; Edmondson, Amy C.; Leonard, Herman B.Article HBS-R1307K-EThree years ago, when a cave-in at the San Jose mine in Chile trapped 33 men under 700,000 metric tons of rock, experts estimated the probability of getting them out alive at less than 1%. Yet, after spending a record 69 days underground, all 33 were hoisted up to safety. The inspiring story of their rescue is a case study in how to lead in situations where the stakes, risk, and uncertainty are incredibly high and time pressure is intense. Today ...Starting at €8.20
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Erik Peterson at Biometra (E)
Gabarro, John J.; DeLong, Thomas J.; Soo, JevanCase HBS-411035-ELeadership and People ManagementPresents the final outcome of the events. The Richard Jenkins at SciMat case presents a description from the executive vice-president's point of view of the series of events as reported in the Erik Peterson at Biometra (A), (B), (C), and (D) cases. The Jenkins at SciMat case can be assigned with Erik Peterson at Biometra (E) to give a broader perspective on Peterson's behavior and problems. This case can be handed out during class discussion of t...Starting at €5.74
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Don't Blink: How to Overcome Your Fear of Change and Make Crucial Decisions with Confidence
DeLong, Thomas J.Book Chapter HBS-8534BC-EWhen high-need-for-achievement professionals become mired in anxiety-producing traps, they tend to think too much and act too little. They shy away from decisions that involve trying something new, changing course, or committing themselves to a tantalizing but potentially risky new goal. In this chapter, Thomas DeLong, a noted expert in organizational behavior and leadership, defines "blinking" as hesitating in the face of an important decision, ...Starting at €8.20