Take a Seat in the Harvard MBA Case Classroom（原声文稿）

Today, we put ourselves in the shoes of Cynthia Carrell.

world's largest mining companies, Anglo-American.

two-thirds of them in South Africa, and four months into miners in Rustenburg has lost his life.

Yet another going to shut down the mine or continue business today, you're Cynthia Carroll, the news comes to Rustenburg? Yes or no? What are you going to do?

So I think she needs to initiate very detailed investigations into what happened in these circumstances and then what has happened throughout the past.

Are you going to shut down or not shut down?

So I'm going to do a detailed investigation. What are you learning?

What are you learning in this investigation practices that are not being followed correctly or out of line or could be safer where there's like people are dying it's not safe what evidence able to compact the information that you're going to present in a very something that I am trying to sharpen who wants to get in on this it's Dynamic, it's fast-paced, there's a ton of energy. Everyone's really excited to jump in and contribute.

I learn a lot from my peers as much as I learn from the faculty, if not more. The professor kind of facilitates.

direct the music, but they're not necessarily playing it.

Use yourself. I think we need to shut it down.

Minor deaths are accepted as just a part of the process of mining.

very strong mentality shift that deaths aren't going to be tolerated.

That's called a bold stroke, by the way.

is talking about, what Robert is talking about is a bold stroke, which means from this day forward, something has shifted.

But those of you who disagree say what, those of you who disagree say what will.

culture around safety and the entire organization. There's some truth that we're trying to work toward.

hopefully make your own thinking much, much better.

constructively challenged by other people, then it is just fascinating how your position and your perspective can shift.

Those of you who want to shut down, how do you respond to this?

we started making a safety culture like we had a safety culture.

about race, we can talk about politics and still be friends at the end of the day.

specific group but still have sympathy and empathy is pretty unique.

organization. The Obertheist are generally white and the workers are generally black.

and control language.

So you're saying some structural, you're saying issues around the entire organization.

I think they have said gives you the ability to ask other people what their method is structured, we can sort of get underneath what are those differences slightly differently?

And are there things that we can learn from critical here.

So not only do they care about chains on time, but they will also care about safety.

class, I was hesitant to participate, but over time, don't really have any qualms about participating.

classmates making better points over time, which then also, So again, pushes me to be better.

Takeholder analysis is so, so important when we think about change. So important to do.

We think about who do we need to worry about and what do they care about?

What are their interests? And so you start there, but that's not enough.

You have to then say, where do I need to invest the most time?

Who is in this zone? The board. I'm really worried about the managers. I think the government is also key here.

valuable everyone else around you is and how importance of being a really good active listener.

about some action planning, I just want to show this room, how many of you are shutting down?

Really? And how many of you are not shutting down?

So most of you are not shutting down. Wow!

So are we going to resolve this now?

Or are there points that we need to make? I don't know if I think this is a performance gap. I don't know if this is about best practices. To me, this is about culture.

not black, I think that death rates would look very, very differently value of the lives of the people in the mind very differently.

company extracting more value from the community than here, you're given an environment that supports you to take those risks don't agree with someone.

Jumping into the arena, using your brain to come to How do you use limited information to make a you to flex that muscle of dealing with ambiguity? They don't get it, Jake.

just all of these different elements that we herself.

You reliably took positions at your previous company that were case where you shown that you can do it and so I would shut down.

The situation is different don't you think? Is she suited for this job? Can she do this?

I We push students to take a position or to take a stand because it forces students to think about the weaknesses in their ideas, and to also be open to influence. I want them to set high standards for themselves. I want them to be challenged. I want them to challenge others.

I've developed in architecture and consulting with business skills.

But once I got here, those priorities completely changed.

super engaged in discussions with my peers.

intellectually stimulated on a day to day basis as I am here.

it just wakes me up every day with excitement.

myself to think differently or to lead differently.

I wasn't going to do anything extraordinary.

me to develop into someone who could change something.

At HBS, there's just no one here who wants to come out the same way they came in. And that's really exciting.

ago, was actually in your seats, in these exact same seats.

thousands of minors in the world are paid better, are much safer, and are leading better lives with much more dignity.

One day, not only that could be you, I know that one day it will be you.