LG1 Critical Thinking
LG2 Diversity Awareness
LG3 Ethical Decision Making
LG4 Effective Communication
LG5 Executive Leadership (EMBA)
LG6 Innovative Leadership (MBA)
LG7 Global Perspective (GLP)

Goal 4 質の高い教育をみんなに（Quality Education）

第1日（Day1）

April 6
Session#1
Session Focus - Organization in a dynamic environment
Focuses on whether world-renowned product design firm IDEO's new customer service fits with the firm's strategic position and organization capabilities. Over the course of IDEO's 13-year history, an increasing share of revenues are a result of "Phase 0" projects--preliminary strategic explorations of future product possibilities for various client firms. Describes a specific Phase 0 project in order to explore the challenge of managing these strategic, intangible services in the context of IDEO's successful history of generating award-winning tangible product designs. A team at IDEO's Boston office worked with mattress manufacturer Simmons to discover unmet customer needs and identify new product line opportunities. Describes the challenges and questions facing the Simmons project team as well as critical and operational questions facing IDEO. Examines these issues through the eyes of the head of the Boston office, who wonders how to evaluate Phase 0 projects.

Session#2
Session Focus - Managing Entrepreneurial Organization
A middle-level division manager must decide whether he should support an investment request for a third attempt at launching a new product developed by a struggling business unit. Describes the long, difficult process by which the unit has developed the product--a computer privacy screen--after years of problems and continuing losses, and its absolute faith in the project. Also presents the division manager's concerns about the need for discipline and control, setting up a tension that is focused on the launch decision.

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Session #1: Phase Zero: Introducing New Services at IDEO (A)(B) (HBS)

Session #2: 3M Optical Systems: Managing Corporate Entrepreneurship (HBS)

第2日（Day2）

April 7
Session#3
Session Focus - Leadership Style
Successful college basketball coach Mike Krzyzewski faces the decision whether to accept a lucrative offer to coach a professional basketball team or continue to coach at Duke University. Provides a context for discussing various styles of power, influence, and persuasion in the context of his coaching career.
Successful college basketball coach Bob Knight was fired from his long-time role as basketball coach at Indiana University and hired in the same role at Texas Tech. Considers these events in the context of his long career and provides a context for discussing various styles of power, influence, and persuasion in his leadership role as coach and educator.

Session#4
Session Focus - Leadership Style Part 2
The case follows the story of Brazilian business leader, Ricardo Semler, who took the family marine-pump business, Semco, to multi-national, multi-sector success. To do so, Ricardo Semler dramatically changed his own leadership style by relinquishing control and working less hard, and subsequently transformed the culture at Semco via a radical process of workplace democratisation. Finally, he applied the same leadership principles successfully to other industries: hotels, education, and banking.

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Session #3: Coach K: A Matter of the Heart / Coach Knight: The Will to Win (HBS)

Session #4: Ricardo Semler: A Revolutionary Model of Leadership (INSEAD)

第3日（Day3）

April 13
Session#5
Session Focus - Decision Making and Collective Problem Solving
The night before the launch of the Challenger shuttle, officials from Morton Thiokol (Solid Rocket Booster manufacturer) and NASA participated in a teleconference to discuss whether to postpone the shuttle launch due to predicted low temperatures at Kennedy Space Center. This case provides background on the history of NASA's shuttle program, engineering firm Thiokol and Thiokol SRB, and O-ring expert Roger Boisjoly, who was adamant that the shuttle not be launched.

Session #6
Session Focus: Decision-Making and Cognitive Biases
During 1941, Japan faced numerous turning points in which they had to decide whether to go into war with the United States. Japan’s Commander in Chief of the Combined Naval Fleet, Isoroku Yamamoto, who knew the devastating difference in military power between the two nations, was opposed to confronting the United States until the very last minute when planning for the Pearl Harbour attack. This case provides background on the history of the Japanese government, the Emperor, Naval and military men leading to a catastrophic decision for their motherland.

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Session #5: Group Process in the Challenger Launch Decision (A)(B) (HBS)

Session #6: 1941 Japan: Decision-Making at Turning Points that Shaped History (A)(B) (NUCB)

第4日（Day4）

April 14
Session #7
Session Focus - Leadership and Organizational Behavior
In 2005, Teruo Yabe is asked to revive Tessei, the 669-person JR-East subsidiary responsible for cleaning its Shinkansen (""bullet"") trains. Operational mistakes, customer complaints, safety issues, and employee turnover are at or near all-time highs, even as the demands on Tessei continued to grow. Given previous leaders' failed attempts to fix Tessei's problems with increased managerial monitoring and controls, Yabe seeks a creative approach to overcome the motivation, capability, and coordination challenges facing his organization. The case presents students with an opportunity to think through how a well-crafted transparency strategy can act as a powerful leadership tool.

Session#8
MBA Essentials Pitch Session

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Session #7: Trouble at Tessei (HBS)
Article: Operational Transparency by Ryan W. Buell (HBR)

Session #8 Reference video/materials are shown during class.

第5日（Day5）

第6日（Day6）

第7日（Day7）

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