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you’ve collected as much data as possible?Or, by hesitat<strong>in</strong>g, do you risk los<strong>in</strong>gothers’ trust and your own momentum?<strong>The</strong> answer isn’t obvious. Ifyou speak firmly on the basis <strong>of</strong> bad <strong>in</strong>formation,you can lead your people <strong>in</strong>todisaster. But if you exude uncerta<strong>in</strong>ty,then morale suffers, funderswon’t <strong>in</strong>vest, and your organization cancollapse.<strong>The</strong> HBS teach<strong>in</strong>g method implicitly<strong>com</strong>es down on the side <strong>of</strong> certa<strong>in</strong>ty.<strong>The</strong> CEO may not know the best wayforward, but she has to act anyway.<strong>The</strong> HBS students, <strong>in</strong> turn, are expectedto op<strong>in</strong>e. Ideally, the student who wasjust cold-called has already discussedthe case study with his Learn<strong>in</strong>g Team,so he’s ready to hold forth on the protagonist’sbest moves. After he f<strong>in</strong>ishes,the pr<strong>of</strong>essor encourages other studentsto <strong>of</strong>fer their own views. Half <strong>of</strong> the142/929

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