World Vision Canada: Meeting Madness
(4 pages of text)
In late 2019, the chief people officer at World Vision Canada was feeling overwhelmed. Eighteen months earlier, she had exited her intense and successful career in the private sector to join World Vision Canada, a leading international development charity. While she embraced the organization’s mission-driven ethos of collaboration and collegiality, it had led to an excess of meetings. In just the past week, she had attended more than 100 meetings. Was it time to resurrect the organization’s previous attempts to address its meeting culture? What roadblocks had prevented the success of those previous attempts? How could the chief people officer continue to be an advocate for a culture of collaboration and inclusivity while also ensuring a change to the meeting culture?
This case was designed for use at both the undergraduate and graduate level in courses on information systems, organizational behaviour, and communications courses. The case is suitable for both in-class and online delivery modes. Students are invited to think about the types and purposes of meetings, and the ways in which technologies can supplement, or supplant, the need to meet in person. After completion of the case, students will be able to
- evaluate organizational communication best practices;
- learn how to more effectively govern organizational communications; and
- use technology as a substitute for face-to-face meetings.
Social Advocacy Organizations
Canada, Medium, 2020
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