Here is the question:

Assignment Case: Moving up in the Rankings at the end of Chapter 3 is the assigned case for Assignment # 1 (15%)

The hand-in is to record your experience using the techniques presented in the chapter. After reading the case follow the "rational problem solving model." On the first page of your hand-in, state the problem and three alternative solutions using your usual problem solving approach. On the remaining 2 or 3 pages demonstrate your application of chapter creative problem solving techniques.

Part A) Write ...The problem I AM GOING TO SOLVE IS........ (provide precisely worded problem statement) Follow typical analytical problem solving model as presented in Chapter 3

Part B) Apply creative techniques (Blockbusting) presented in Chapter 3 to generate problem redefinitions and generate more alternatives. Grades will be awarded for using more that one technique for each task i.e problem redefinition and generating altenatives? Note that redefining a problem is not about simply rewording the problem. The objective of this assignment is to see how applying creativity principles can broaden your approach to any problem. In Part B you focus on breaking apart the problem. Do not worry about the solution at this stage. The objective is to get more perspective on the problem. More perspectives can mean more alternatives.

Part C) Briefly describe your experience . Did applying the problem redefinition and alternative generating techniques change your perspective on the problem? Were you able to see a wider range of possible approaches. Good problem solving involves a combination of rational and creative techniques. How would you combine the two in the "Rankings" case?

• You can discuss with other cohorts or anyone else...in fact you are encouraged to do this , but each person must submit their own paper

Here is the case:

Moving Up in the Rankings

Business schools seem to have lost the ability to evaluate their own quality and effectiveness. With the emergence of rankings of business schools in the popular press, the role of judging quality seems to have been captured by publications such as Businessweek, U.S.News & World Report, and the Financial Times. The accreditation association for business schools, AACSB, mainly assesses the extent to which a school is accreditable or not, a 01 distinction, so a wide range in quality exists among accredited business schools. More refined distinctions have been made in the popular press by identifying the highest-rated 50; the first, second, or third tiers; or the top 20. Each publication relies on slightly different criteria in its rankings, but a substantial portion of each ranking rests on name recognition, visibility, or public acclaim. In some of the polls, more than 50 percent of the weighting is placed on the reputation or notoriety of the school. This is problematic, of course, because reputation can be deceiving. For example, one recent poll rated the Harvard and Stanford undergraduate business programs among the top three in the country, even though neither school has an undergraduate business program. Princetons law school has been rated in the top five in several polls, even though, you guessed it, no such law school exists. Other criteria sometimes considered in various ranking services include student selectivity, percent of students placed in jobs, starting salaries of graduates, tuition costs compared to graduates earnings, faculty publications, percent of international faculty, student satisfaction, recruiter satisfaction, and so on. By and large, however, name recognition is the single most crucial factor. It helps predict the number of student applicants, the ability to hire prominent faculty members, fundraising opportunities, corporate partnerships, and so on. Many business schools have responded to this pressure to become better known by creating advertising campaigns, circulating internal publications to other business schools and media outlets, and hiring additional staff to market the school. Most business school deans receive an average of 20 publications a week from other business schools, for example, and an editor at Businessweek reported receiving more than 100 per week. Somedeans begrudge the fact that these resources are being spent on activities other than improving the educational experience for students and faculty. Given constrained resources and tuition increases that outstrip the consumer price index every year, allocating money to one activity precludes it from being spent on others. On the other hand, most deans acknowledge that this is the way the game must be played. As part of a strategy to increase visibility, one business school hired world-renowned architect Frank Gehry to design a new business school building. It is a $70 million building that houses classrooms, faculty and staff offices, food courts, and student spaces associated with the school. Currently, this particular school does not appear in the top 20 on the major rankings lists. However, like about 75 other business schools in the world, it would very much like to reach that level. One problem with this new landmark building is that it is so unusual, so avant-garde, that it is not even recognized as a building. Upon seeing a photograph for the first time, some people dont even know what theyre looking at. On the other hand, it presents an opportunity to leapfrog other schools listed higher in the rankings if the institution is creative in its approach. The challenge, of course, is that no one is sure exactly how to make this happen.