HUMAN INTERFACES Case Study

1. A case-incident with questions as a booklet (MS Word) will be uploaded on tunritin portal titled “Final Exam” which will be open to you at 1.20 pm on Tuesday i.e., September 29th with instructions on word limit, division of marks (second page of the exam booklet).

2. You will read the case-incident, type your answers to the questions and return the completed exam booklet on turnitin portal titled “Final Exam” 5 minutes before 3.30 pm. Since the exam has to completed with your own undertanding no citations/references are required. Any similarity apart from key words will be considered and will impact/reduce your grades. Please rename the file by your name before uploading.

3. The first page of the booklet will have HONESTY STATEMENT – an undertaking from you for maintaining integrity while attempting your exam and not circulating it. You have to read it and give your consent by typing your name, ID and date on the space provided.

4. The exam structure will be as follows:

Answer all questions on the pages provided. Do not add or remove any pages.

Exam is divided into following parts: Total – 20 marks

Section A – A case-incident with 2 questions based on the situation presented in the case-incident (case-incident will relate to chapters scheduled for final exam)

Please see chapters for the final exam in your course outline. You have to attempt with your original answers from your understanding of the concepts learned in the class and your chapter readings, so PREPARE WELL !

Please note:

Answer all questions on the pages provided. Do not add or remove any pages.

Exam is divided into following parts:

1. Section A – A case-incident with 2 questions based on the situation presented in the case-incident.

Question 1, 2 (1 PAGE answer approx., single spaced and NOT double-spaced lines).

Section A

Leadership: Making Decisions during Hurricane Katrina

The first challenge faced by Sylvia Thibodeaux prior to Hurricane Katrina arriving was how to move the sisters as quickly as possible out of harm way with the storm continually getting worse. The evacuation plan called for the use of ambulances, motor vehicles, vans, and cars. Each car was equipped with water, food, cell phones, gas cards, and other emergency needs since they had no idea how long it would take to get to central Louisiana. She helped evacuate 71 sisters from their mother house, which included those in nursing homes. As she was escorting the sisters to central Louisiana, they were stopped at the Superdome and instructed that the Governor requested that everyone remain there. Knowing that Hurricane Katrina was going to directly hit the Superdome, Sylvia immediately stated that “this is a breach of our contract and we will call our attorneys.” Within five minutes, they were back on their way to central Louisiana.

Two weeks after Hurricane Katrina, Mary Kay Kinberger, was able to get back into the city of New Orleans with a special pass. After passing several military check points, she finally reached her congregational center, which was now a military command post. Surprisingly, she was allowed to go back onto the property, and she asked to see the person in charge. When she met the person, he says, “What took you so long, I kept telling my troops that I knew the sisters would come. Would you talk to my troops and lead them in prayer?” Within moments, he had all of his troops together, which were the first responders of the search and rescue mission in New Orleans. The military quickly became a ministry for them and have remained so up to this point.

Beth Fitzpatrick has lived in New Orleans almost all her life and has never experienced a breach in the levy. The hurricane was a great equalizer because everyone was experiencing the same thing. Many times, she heard that “I just want to go home,” however home was not home anymore. They could not minister as they use to minister, they could not live in their homes with the people they were familiar with, they had nothing. The capacity to focus was absent and is referred to as “Katrina Brain” when things are forgotten. When you are in this state, there are two temptations, to try harder or to give up on the entire endeavor. Neither of those works. What they can do is not move too quickly into an easy solution.

Dorothy Trosclair always knew that there could be a storm that would destroy her beloved city. The signs were there, but down deep she never believed it would be in her life time, and especially not during her leadership watch. Discernment, which is at the heart of leadership, takes time, which they did not have during Hurricane Katrina. Her leadership team made life and death decisions to leave New Orleans. The decisions of who would go were and with whom were made in five minutes. Communication that we count on to keep us connected across the miles was not available at a time when we most needed it. The only way to lead her fragile, broken community, was with the resources were at home within. Hurricane Katrina took what they had, but it could not touch who they are.

Answer the following questions on the next pages:

(1 X 10 = 20)

1. Hurricane Katrina proved to be a difficult situation in which the leaders of New Orleans had literally moments to make life and death decisions regarding their constituencies. Distinguish between the two types of knowledge. What type of knowledge would you have relied on, if you had to make a decision to help the city of New Orleans? Explain with good examples. (5 marks for answer, 5 marks for good examples)

(1 X 10 = 20)

2. When Hurricane Katrina hit New Orleans, Dorothy Trosclair and her leadership team was placed in a situation that required an immediate response. The city of New Orleans needed to implement an emergency action plan that would help save the people in the city. What method of decision making did Dorothy and her team use in this situation? What decision making problem was present that made their decision even more difficult? Explain with good examples. (5 marks for answer, 5 marks for examples)