Jensen Shoes Sample Case
**This case analysis scored a low A (23/25). It does a good job with the introduction. It answers each of the questions posed. It also does a nice job applying the perceptual biases from the text and class to the case. The biggest deduction in its score came as a result of its conclusion. Note that although it provides a nice summary of points raised in the analysis, it does not include a description of generalizable lessons learned or take home messages from the case. A complete conclusion needs to go beyond the case.
Introduction
The two Jensen Shoes Case studies combine into a classic tale of two sets of perception and bias errors leading to differing interpretations of the same events. The protagonists are Lyndon Brooks (Brooks), an employee, and Jane Kravitz (Kravitz), his new supervisor. An additional character is Chuck Taylor (Taylor), a vice president who is initially the direct supervisor for both Brooks and Kravitz, until he reorganizes his department and has Brooks report to Kravitz. When reading each case individually, you can see how each person came to their specific point of view. The case from Kravitz’s point of view is that she inherits an employee who is not doing enough work to meet a deadline. The case from Brooks’ point of view is that he has had unreasonable demands made of him immediately after a demotion. Each person committed perceptive errors due to shortcuts in judgment and made assumptions based on biases that led to incorrect decisions.
This paper will examine the assumptions Kravitz and Brooks each made about the other, and at what stage of their working relationship the assumptions were determined. Analysis of the Jensen Shoes Case will explore specific perception and bias errors made by each person. Finally, using knowledge of perception and individual decision making, suggestions as to how Kravitz and Brooks could have reacted better to the situation will follow.
Analysis
Brooks’ Assumptions
Brooks initially
Introduction
The two Jensen Shoes Case studies combine into a classic tale of two sets of perception and bias errors leading to differing interpretations of the same events. The protagonists are Lyndon Brooks (Brooks), an employee, and Jane Kravitz (Kravitz), his new supervisor. An additional character is Chuck Taylor (Taylor), a vice president who is initially the direct supervisor for both Brooks and Kravitz, until he reorganizes his department and has Brooks report to Kravitz. When reading each case individually, you can see how each person came to their specific point of view. The case from Kravitz’s point of view is that she inherits an employee who is not doing enough work to meet a deadline. The case from Brooks’ point of view is that he has had unreasonable demands made of him immediately after a demotion. Each person committed perceptive errors due to shortcuts in judgment and made assumptions based on biases that led to incorrect decisions.
This paper will examine the assumptions Kravitz and Brooks each made about the other, and at what stage of their working relationship the assumptions were determined. Analysis of the Jensen Shoes Case will explore specific perception and bias errors made by each person. Finally, using knowledge of perception and individual decision making, suggestions as to how Kravitz and Brooks could have reacted better to the situation will follow.
Analysis
Brooks’ Assumptions
Brooks initially