HRO020058-U-ENG-WOD
NOTES ON HOW TO WRITE A
CASE ANALYSIS REPORT
In most cases the report will require that the student:
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Diagnoses a problem or set of problems.
Identifies the multiple causes of problems.
Identifies alternative ways of solving them.
Evaluates those alternatives in terms of their pros and cons.
Chooses one alternative or a combination of alternatives.
Explains the implementation plans, including contingency plans in case the proposed solution
would not work out as expected.
Each one of these steps can be done at different quality levels and I would like to explain what in
my view is a good way of doing each one of them.
DIAGNOSIS
Include several potential diagnoses. For example, a problem can be seen as a problem of
communication, but it may also be seen as a problem of interpersonal perception; there may also
be issues concerning leadership or managerial style, or part of the problem may have to do with
lack of contingency planning, or with the organization's structure.
The better papers include these diagnoses and while they may identify one particular diagnosis -for
example, this is a problem of managerial style, -as capturing best the essence of the problem, they
present also the other potential diagnoses. The best papers actually tend to describe a series of
interrelated problems rather than a single one.
IDENTIFYING THE CAUSES OF THE PROBLEM OR PROBLEMS
Good papers are very rich in identifying factors that contributed to the problems that occurred.
Once again, they do not identify a simple cause of the problem but a set of contributing factors,
some more important than others.
Extremely good papers clearly distinguish between contributing factors that are documented in the
case and speculations on the part of the analyst about other potential causes. They, for example,
could say that the conversation on page 15 of the case is a good example of how these people do
not have good communications skills or are not listening to each other. But then they may add that
in my opinion Mr. X is not listening to Mr. Y because he feels threatened or Mr. Y is being
aggressive because he feels jealous. In other terms, they distinguish clearly between documented
facts and intelligent speculation.
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Este documento es autorizado para uso exclusivo de IE University.
This document is authorized for use only in IE University.
Original written by professor Fernando Bartolomé Pardo at IE Business School.
Original version, 17 December 1996. Last revised, 24 April 2008.
Published by IE Publishing Department. María de Molina 13, 28006 – Madrid, Spain.
©1996 IE. Total or partial publication of this document without the express, written consent of IE is prohibited.
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NOTES ON HOW TO WRITE A CASE ANALYSIS REPORT
HRO020058-U-ENG-WOD
IDENTIFICATION OF ALTERNATIVES
The better papers explore more alternatives and are imaginative in generating non-obvious
alternatives.
The alternative solutions generated are consistent with the diagnosis proposed.
If there are any assumptions behind the alternatives they are made explicit.
Papers that are not so good identify fewer alternatives or advocate a single alternative and are
blind to other possibilities.
Good papers evaluate the costs and benefits of each alternative in the short, medium and long
term.
They are also aware of the fact that predictions about consequences are probability statements
and not sure facts.
They support their analysis of the potential consequences with data from the case.
They are balanced in the analysis of the pros and cons of each alternative. (Papers, that are not so
good examine only summarily or in a biassed form the non-preferred alternatives and exhibit a
clear bias in favor of the preferred alternative.)
CHOICE OF ONE ALTERNATIVE OR A COMBINATION OF ALTERNATIVES
The alternatives chosen by the best analysts tend to be more complex and cover better the
different elements of the diagnosis. They do not address only one part of the problem but the many
interrelated parts. They distinguish clearly between those things that are very difficult to change
and those that can be changed more easily.
EXPLAINING THE IMPLEMENTATION PLAN
Poor papers tend to assume that the implementation plan will not encounter any problems. Better
papers consider potential problems and include contingency plans.
Poor papers do not consider the issue of timing and sequencing. Better papers do.
Poor papers do not address the issue of how to monitor if the implementation plan is on course.
Better papers do.
SOME ADDITIONAL-COMMENTS
Generally, cases analyzed in a course tend to increase in complexity as a course goes along and
to be related to the section of the course that they are placed in. One can safely assume, therefore,
that if a case analysis is placed in the section on interpersonal relationships, the core issue in the
case is likely to be related to that topic.
On the other hand, later in the course the cases are likely to be more complex and contain a
number of interrelated problems already covered in the course. Therefore, if you are analyzing a
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EVALUATION OF ALTERNATIVES
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NOTES ON HOW TO WRITE A CASE ANALYSIS REPORT
HRO020058-U-ENG-WOD
case later in the course, on the diagnosis section it may be a good idea to go through the syllabus
and ask yourself, for example, can I see any problem in this case that could be diagnosed as a
problem of interpersonal perception, communication, managing one's boss, conflict resolution,
managing task forces, intergroup relations or whatever topics were studied earlier in the course.
A good writer incorporates into his/her analysis relevant concepts from the course. Some will do it
by quoting relevant portions of chapters or other readings. More subtle writers incorporate the
concepts without having to resort to quotations.
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A final caveat: Your ability to write a good paper is only proof that you can write a good paper. It
shows more about your analytical and writing skills than about your managerial or human skills.
A great manager only needs to sense the nature of a problem to be able to act properly. It is not
necessary for the individual to know all potential alternative diagnoses or to explain how he/she
arrived to his/her diagnosis. He/she only needs to be right. He/she does not need to explain the
theory of human behavior behind his/her elegant solution to a human problem. It is enough that
he/she finds the right solution. But the person writing an academic paper has to show that he/she is
familiar with the different analytical models that have been presented to him/her and that he/she
can support with theoretical concepts the well founded of his/her action plans.
CLOSING COMMENTS
Many cases describe a situation that went wrong and the person analyzing the case is asked "what
went wrong?" An easy way of answering that question is to read the case trying to identify mistakes
that the people made. For example, “Mr. X didn't listen to what Ms. Y said" or "Mrs. Z didn't think
that people were likely to resist the change that she was trying to introduce." Or "she failed to
consult with those who would have to implement the change." As you identify these mistakes,
underline them, or, better still, write them down in a separate piece of paper.
Then, when you have that list of mistakes you may want to ask yourself why did those involved
make those mistakes. This is speculation on your part. But intelligent speculation is welcomed. For
example: "Ms. X didn't explain to Mr. Y the reasons behind his order to do things in a certain way."
This is a fact described in the case. Why didn't he explain those reasons? Probably because he
thought that since the advantages of the method he advocated were so clear to him, they would
also be obvious to the other person. This is speculation on your part. And you may want to support
that speculation by using a concept from the book: " Most people tend to assume that others will
see things as they see them."
In many cases students are asked next "what could Ms. X have done to avoid the mess he is in?" If
you identified the mistakes she made correctly, then the answer to this question should be easy.
Mistakes
What she should have done
She didn't listen.
Assumed that people saw things the way he did.
Didn't consult with people.
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Listen better.
Checked how people saw things.
Consulted.
etc.
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The writing skills of people differ. Some write extremely well. Others have problems writing. For this
second group, schematic presentations of their analysis where they cover in telegraphic form the
points that they have considered ensure that, even if they write poorly the examiner will be aware
of the richness and complexity of their analysis.
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NOTES ON HOW TO WRITE A CASE ANALYSIS REPORT
HRO020058-U-ENG-WOD
The next is often: "at the end of the case what would you recommend Ms. X to do?" Here, as I
wrote before, you should
Analyze the problem she confronts.
Analyze how she got into that problem.
Consider the alternative ways of improving the situation.
Evaluate those alternatives, their pros and cons.
Choose one or a combination of several and explain why.
Describe your implementation plan and contingency plans.
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Remember that your solution to a problem has to be logically consistent with your diagnosis of the
problem. For example, if you wrote that "her attempt to introduce change failed because she didn’t
consult those involved” and then in your action plan you recommend that she tries to sell to them
her ideas again, you are being inconsistent. Selling is not the same as consulting. If lack of
consultation is the explanation for her initial failure, she probably should consult with people in her
second attempt.
ADDITIONAL NOTES FOR FORMAT
1.- There is no need for elaborate introductions.
2.- Try to answer the questions as formulated in the assignment.
3.- Separate and identify the answer to each question.
4.- Avoid repetitions.
5.- Check your English and spelling.
6.- This advice on how to write a case analysis report provides you with a general model that may
need to be slightly modified depending on the precise assignment. ■ ■ ■
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