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Climate fiction

Step 1 – Carbon Diaries

  • Summarize the first 3 months of Carbon Diaries, both at individual levels (Laura, her family, her friends and neighbours) and institutional levels (country, regulation, city, etc.)
  • Sources: Lloyd (2008) Carbon Diaries

Step 2 – The Ministry for the Future

  • Read the first 20 chapters of Kim Stanley Robinson’s Ministry for the Future.
  • What triggered the creation of the Ministry for the Future? Emphasize the climate crisis and political turmoil that preceded its creation.
  • What is its status and legal foundation? How does it operate?
  • What are the first challenges it faces?

Final integration

  • What are the potential futures imagined in science fiction in terms of climate change and humanity’s strategies to adapt? Gather all the quotes in the chapters related to practices of counting, accounting and accountability:
    • Counting: What is counted exactly in these novels? What counts (in the sense of being important and relevant)? What are the units of measurement and the tools/techniques used to count?
    • Accounting: Which systems that are using these counting and measurements? Which authorities and stakeholders are involved in them? Who controls and audits if the counting and measures are accurate?
    • Accountability: How are stakeholders judged based on these practices of counting and accounting? How is one considered responsible or guilty? What are the consequences?
  • Sources:
    • Lloyd (2008) Carbon Diaries, Chapters “January”, “February”, and “March”
    • Robinson (2020) The Ministry for the Future, Chapters 1, 2, 3, 4, 8, 9, 15, 16, 20
    • Callenbach (1975) Ecotopia, Introduction and Chapters “William Weston on his journey to Ecotopia”,  “Crossing the ecotopian border”, “The streets of ecotopia’s capital”, “Food, sewage and stable states”, “In Ecotopia’s big woods”, and “Workers’ control, taxes and jobs in Ecotopia”

Step 3 – Unpacking accounting

H&M2 25-26 – Stratégie

STRUCTURE DU COURS

Évaluation

  • Participation (20%)
    • Préparation des travaux demandés
    • Présence et participation pendant le cours
  • Contrôle continu (30%)
    • 2 présentations de 15-20 minutes en groupe, sans notes
    • Premier et second niveaux d’analyse
    • sur la base d’une note de recherche de 2 pages qui doit être envoyée 3 jours avant la présentation
  • Dossier final (30%)
    • Un essai final reprenant les différentes recherches et analyses
    • 2,500 mots (+/-10%)
    • Envoyé en PDF à ybazin@parisnanterre.fr
    • Troisième niveaux d’analyse
      • L’analyse doit reprendre l’ensemble des lectures et recherches des niveaux précédents
      • Elle doit également intégrer les retours faits en classe et en ligne
      • L’essai devra intégrer au moins 10 citations sur le cas étudié (en mentionnant la source, l’auteur, l’année de publication et la page) et 10 citations venant des sources académiques (avec la même précision).
        • NB : Groupe 6 ici et Groupe 7 .
    • Date butoir : le 15 décembre

S1 – Penser stratégiquement (20/10)

S2 – Faire face à l’incertain (22/10)

S3 – Opportunités et parties prenantes (03/11)

S4 – Explorer ou exploiter ? (17/11)

S5 – Vivre ses valeurs (20/11)

S6 – Bluff et action robuste (27/11)

Groupes de travail

Grocery bag case study

« Which grocery bag? » Assignment:

  • Read the 2018 “Life Cycle Assessment of grocery carrier bags” report of the Ministry of Environment and Food of Denmark (Environmental Project n°1985). Pay particular attention to the life cycle of bags and the different End-of-life scenarios
  • Compare the results between traditional (LDPE), solid recycled (PET), compostable (biopolymer), paper and cotton bags. Make a recommendation to a supermarket chain who is looking to redesign its carrier bag offer. Justify which impact categories you include, the end-of-life scenarios and the calculation.
  • Conclude with recommendations on how to communicate about the new strategy with the different stakeholders (customers, employees, board, NGOs, press)

Life Cycle Assessment of grocery carrier bags (Ministry of Environment and Food of Denmark, 2018)

LVMH – Le loup en cachemire

Sources

Premier niveau d’analyse

  • A partir de Kerlau (2010, Ch 6, partie 5) et Routier (2003, Ch 7 & 8), reconstituez les jeux d’alliance entre Henry Rocamier et Alain Chevalier d’abord, puis avec Bernard Arnault. Détaillez les raisons des rapprochements, les intérêts de chacun, puis éventuellement les motifs de distance, et les éventuelles tractations, négociations, promesses, et trahisons, depuis la création de LVMH jusqu’à l’entrée d’Arnault.

Second niveau d’analyse

  • A partir de Volle (2007, Ch 1) et de Mesly & Mangin (2013), définissez ce que serait une ‘éthique du prédateur’ (sans idéaliser, ni diaboliser la prédation). Utilisez le cas de Bernard Arnault tel que décrit par Villette & Vuillermot (2005) pour illustrer.

Troisième niveau d’analyse

  • Utilisez les grilles conceptuelles développées autour de la notion de prédation (Mesly & Mangin, 2013; Volle, 2007; Villette & Vuillermot 2005) pour analyser les jeux d’alliance de Bernard Arnault pour entrer au capital de LVMH. Reprenez pour cela en détail les données venant de Kerlau (2010) et Routier (2003) en ajoutant celles de Sebag-Montefiore (1992, Ch 6 à 10) et le documentaire « Luxe, la fabrique du rêve ».
  • N’oubliez pas que dans le monde des affaires un même acteur peut-être à la fois prédateur et proie, et que les prédateurs ne sont pas forcément les ‘méchants’ et les proies des ‘gentils’. Des schémas présentant la constellation des acteurs et leurs relations pourraient vous aider à clarifier le propos.
  • Pour conclure, répondez de manière argumentée à la question : Est-ce que Bernard Arnault mérite son surnom de ‘loup en cachemire’ ?

EMN SBS 25-26 SasB

Sustainability as a business

Final assessment

  • Collective 2,500-word essays (+/-10%)
    • Sent as PDF to yoannbazin@yahoo.fr
    • Must include at least 10 quotes from academic sources and 10 quotes from empirical material (with precise sources each time and a reference list)
    • Figures and references are not part of the word count
    • Your conclusion should take a position on the subject (it doesn’t have to be radical, but it has to state a position clearly on what to do or where to go from there)
  • Subjects correspond to the ‘final integration’
    • See assignments of December 11th
  • Deadline: December 22nd

03/10 – Introduction

10/10 – Sustainability, a history

17/10 – Beyond Petroleum?

  • 9h30-10h30: BP case study
  • 10h30-11h45: Revolving doors in the fossil fuel industry
    • Presentation group C: What is the extent of revolving doors practices in the fossil fuel industry? (with a focus on BP)
    • Presentation group A: How do Koch Industries use revolving doors to further their interests?
      • Deliverable: 2-page research note by email two days before, and 15-minute presentation during the class
      • Sources: Greenpeace reports and Open Secrets
  • 11h45-12h30: Manufacturing consent
    • Presentation group F: What were the recommendations made by Frank Luntz to US Republicans on how to talk about the environment?
      • Deliverable: 2-page research note by email two days before, and 15-minute presentation during the class
      • Source: The 2002 Luntz Memo
  • Conclusion on business & society (& sustainability)

07/11 – Sustainability vs. CSR

12/11 – Tutorials

14/11 – Carbon accounting

21/11 – The Ministry for the Future

  • 9h30-10h15: Carbon Diaries
    • Presentation Group D
  • 10h15-11h45: Consulting for XR
  • 12h-12h30: The Ministry for the Future

25/11 – Tutorials

28/11 – Unsustainability as a business

11/12 – Research projects & Presentations

Workgroups

EMN SBS 25-26 CG&BE

Business ethics and corporate governance

Final assessment

  • Collective 2,500-word essays (+/-10%)
    • Sent as PDF to yoannbazin@yahoo.fr
    • Must include at least 10 quotes from academic sources and 10 quotes from empirical material (with precise sources each time and a reference list)
    • Figures and references are not part of the word count
    • Your conclusion should take a position on the subject (it doesn’t have to be radical, but it has to state a position clearly on what to do or where to go from there)
  • Subjects correspond to the ‘final integration’
    • See assignments of December 11th
  • Deadline: December 22nd

03/10 – Introduction

10/10 – Governance & Strategy

  • 13h30-14h30: Strategic evels
  • 14h30-16h30 – Mapping out corporate governance
  • Case: Too big to fail

17/10 – Strategy and governance of Koch Industries

07/11 – Governance, strategy and ideology

  • 13h30-15h: Management as an ideology
  • 15h30-16h30: The Kochtopus as robust action
    • The Koch brothers’ ideological plan (Group A)
      • Introduce Richard Fink, his career and his role in the Koch galaxy. Present the main arguments of the article (Fink, 1996). Use your previous work and Doreian & Mrvar’s (2021) analysis to explain how Fink’s ideological strategy structured the Kochtopus.
      • Deliverable: 2-page research note by email two days before, and 15-minute presentation during the class
      • Sources: Fink (1996) and Doreian & Mrvar (2021)
    • Robust action strategy

14/11 – Whistleblowing at Theranos

  • 9h30-10h45: Presentations
    • Group D: Presentation of Wood et al (2022), linking it to the Theranos case study.
      • Deliverable: 2-page research note by email two days before, and 15-minute presentation during the class
    • Group C: Presentation on Elizabeth Holmes’ defence strategy
      • What were Elizabeth Holmes’ different defence strategies during the trial? How solid were they? How likely were they to succeed? In particular, underline the claims and arguments she used to justify that she was not responsible and/or could not be held accountable of what happened in Theranos. Pay attention to the diffusion strategies (how she blames other) and their organizational aspects (delegation of responsibility, size of the company, lack of experience or expertise, etc.).
      • Deliverable: 2-page research note by email two days before, and 15-minute presentation during the class
      • Sources: Theranos case study, along with episodes “Bombshell” and “Setting the stage” of ABC’s podcast The Drop Out, and episode 1 (“The Sympathy Play”) of the podcast Bad Blood: The Final Chapter
    • Group B: Presentation of the whistleblowing of Erika Cheung and Tyler Schultz
      • Present Thomas’ (2020) network perspective on whistleblowing. Use his mode of presentation (in particular: Figures 1, 2 & 3) to map out the whistleblowing journey of Erika Cheung and Tyler Schultz
      • Deliverable: 2-page research note by email two days before, and 15-minute presentation during the class
      • Sources: Thomas (2020), Carreyrou (2015, Ch. 16 to 21) and the Theranos case study
  • 11h-12h: Collective analysis of Theranos’ whistleblowing threads
    • Group A focuses on the early issues raised in Theranos. Based on Carreyrou’s (2015) Chapter 1 to 4, follow precisely how Ana Ariola and Avie Tevanian came to be concerned and how they voiced these concerns internally. List the other actors and organizations that were involved in the process of understanding the issues (see Template below). Analyze the reactions of the organization, Elizabeth Holmes in particular but also Don Lucas and other executive or board members for example. Map these encounters following the template below.
    • Group B will focus on the final threads around John Carreyrou’s publication. Based on Carreyrou’s (2015) Chapters 19, 21 and 23, reconstruct how John Carreyrou came to know about Theranos, how he confirmed the statements. Analyze in particular who he met, how he found them and how he slowly built the case – account also for people and organization that tried to stop him or change his mind.
    • Group C: will focus on Ian Gibbons. Based on Carreyrou’s (2015) Chapters 12, 14, 19 and 21, follow precisely how Ian Gibbons came to be concerned and how they voiced these concerns internally. List the other actors and organizations that were involved in the process of understanding the issues (see Template below). Analyze the reactions of the organization, Elizabeth Holmes in particular but also Sunny Balwany or the company’s lawyer for example. Map these encounters following the template below.
    • Group D will focus on Richard Fuisz Based on Carreyrou’s (2015) Chapters 5, 11, 18 and 19, follow precisely how Richard Fuisz came to be interested in Theranos and how he later voiced his concerns externally. List the other actors and organizations that were involved in the process of understanding the issues (see Template below). Analyze the reactions of the organization, Elizabeth Holmes in particular but also Sunny Balwany or the company’s lawyer for example. Map these encounters following the template below.
    • Template for the mapping out of interactions
      • Confirmation: Place the interactions that contributed to moving the whistleblowing forward (confirmation, validation, encouragement, …) with the name of the person involved and the date
      • Contradiction: Place the interactions that slowed down the whistleblowing process (challenges, counter-arguments, punishments, threats, …) with the name of the person involved and the date.
      • See example below:
  • 12h-12h30: Conclusion

21/11 – Organization & Ethics

  • 13h30-14h30: What is ethics?
  • 14h30-15h: The dangers of slippery slope:
    • Group D: Presentation of Theohadraki et al (2021) with a focus on the slippery slope and moral disengagement.
      • Deliverable: 2-page research note vy email two days before, and 15-minute presentation during the class
  • 15h15-16h30: Collective analysis of Silicon Valley (HBO)
    • Each group watches its assigned episode and analyzes it based on: moments of hesitation and debate about a decision to make, dilemmas, negotiations, arguments.
      • Group A: S03E10 / Group B: S04E09 / Group C: S04E10 / Group D: S02E09
      • The aim is to identify the principles and values behind these moments, and to use Theohadraki et al’s (2021) framework to identify moments of slippery slope (see below).
      • In the end, pick one extract (2-3 minutes max) to show the rest of the class and show your analysis.
  • Illustration with Season 1, Episode 1:

25/11 – Tutorials

28/11 – Accountability and responsibility at Wells Fargo

  • 13h30-14h45: Presentations
    • Group C: Analysis of Stumpf’s blame-game strategies
      • Based on Roulet & Pichler’s (2020) blame-game theory, present the four main pathways theyr identify. Analyze Joe Stumpf’s defence during his opening address and answers to the House of Representatives (14’50-31’00) by identifying his rhetorical strategies (see example below). Using Roulet & Pichler’s (2020), shed a light on Stumpf’s attempt at cultivating « high attributional ambiguity » to avoid « Pathway D ».
      • Deliverable: 2-page research note vy email two days before, and 15-minute presentation during the class
      • Sources: Roulet & Pichler (2020), the Wells Fargo case study and the Senate hearing on « Wells Fargo Unauthorized Accounts »
      • Group D:
    • Example of analysis of rhetorical strategies (these three categories are just an illustration, more should be found):
  • 15h-16h: Collective analysis of Joe Stumpf’s rhetorical strategies
    • Based on the analytical grid provided by Group C, each group analyzes a portion of Joe Stumpf’s testimonie in the front of the Senate. Bonus will be given to groups identifying strategies that Group C did not notice.
    • Group A: Analysis of Stumpf’s answers to Representarives Randy Neugebauer and Carolyn Maloney (31’15-42’30), Patrick McHenry and Nydia Velazquez (42’35-53’00), and Scott Garrett and Brad Sherman (53’10-1’03’50)
    • Group B: Analysis of Stumpf’s answers to Representarives Blaine Luetkemeyer and Gregory Meeks (1’04’00-1’14’30), Sean Duffy and Michael Capuano (1’14’40-1’25’20), and Ed Royce and Stephen Lynch (1’25’30-1’36’30)
    • Group C: Analysis of Stumpf’s answers to Representarives Frank Lucas and David Scott (1’36’30-1’47’10), Steve Pearce and Al Green (1’47’20-1’58’10), and Bill Posey and Emanuel Cleaver (1’58’15-2’08’50)
    • Group D: Analysis of Stumpf’s answers to Representarives Michael Fitzpatrick and Gwen Moore (2’08’50-2’19’25), Marlin Stutzman and Keith Ellison (2’19’25-2’29’40), and Mick Mulvaney and Ed Perlmutter (2’29’40-2’40’10)
  • 16h-16h30: Responsability and accountability in modern organizations

11/12 – Presentations of research projects

12/12 – Integrating levels in the fog of war

  • 13h30-14h: Strategic thinking
  • 14h-14h30: Military strategy in the fog of war
  • 14h30-16h: Waterloo

Workgroups