An Intern’s Dilemma

Handout 1: An Intern’s Dilemma (Abridged)
Sandra J. Sucher and Matthew Preble, Harvard Business School Embodied Speaking in Team Presentations Workshop

InJuneof2010,MarkYang(MBA2011)waseagerlyanticipatingthestartofhissummer internship.Hehadsecuredemploymentwithatechnologysecurityfirmatoneof
theirglobalbranchoffices,performingmarketresearchandassistinginproductdevelopmentand client relationships. However, Yang grew concerned about how he was asked to conduct his research.Specifically,hewasaskedtomisrepresenthimselfwhencontactingcompetitorcompanies to obtain sensitivedata.

Lead Up to the Internship

YanghadmetthecompanyCEO,anHBSgraduate,inthespringof2010afterhespokeinapanel discussiononcampus.YangwasinterestedinthecompanyandapproachedtheCEO.Soonafter, thetwoexchangedemailsandwiththeCEO’sencouragement,Yangappliedforaninternship.He receivedanoffertointerviewatoneofthefirm’sglobalbranchofficesandaftermeetingwiththe headoftheofficeandthehumanresourcesvicepresident,wasofferedasummerposition.Yang’s primarydutywouldbeconductingmarketresearchbyreachingouttoothertechnologysecurity firms,includingdirectcompetitors,forinformationonproducts,servicesoffered,customers,sales, andotherdatatohelpthecompanydeterminemarketshareandotherindustryinformation.

AsYangfinalizedhistravelpreparationsinearlyJune,heranintoproblemsobtainingavisa.The earliestYangcouldnowtravelwasearlyJuly.Yangcalledtheglobalbranchofficeheadandoffered tobeginworkfromBoston.Duringthisconversation,theglobalbranchofficeheadsuggestedthat Yangcouldobtainbetterqualityinformation,specificallyfromcompetitors,ifheidentifyhimselfas anHBSstudentandresearcherandomithispositionasaninternforthetechnologysecurityfirm. Yang was uncomfortable and changed the direction of the conversation. He assumed it was a passing comment and that the issue would not come upagain.

Howeverinsubsequentseparateconversationswiththeglobalbranchoffice’ssalesandmarketing vicepresidents,YangwasagainurgedtoidentifyhimselfasanHBSstudentwithoutmentioninghis affiliationwiththecompany.Atthatpoint,herealizeditwasaplannedapproachratherthanoff- the-cuff suggestions by individual employees. He avoided committing to the strategy and again changedthetopicwhilethinkingofhowtoaddresstheserepeatedrequests.

The situation weighed on his mind as he prepared to undertake his duties from Boston. He reachedouttofriendsandfamilyfortheiropinionandreceivedmixedadvice.Hismotherdidnot
seeitasamajorproblem,whilehistwobrothersthoughtitwasunusualbutdidnotleanstronglyin eitherdirection.Whenheaskedhisgirlfriend,shefeltstronglythatthesuggestionwasunethicaland that under no circumstances should Yangagree.

Yangreflectedonthepotentialdamagetohisreputation—aswellastothereputationofHarvard University—if he agreed to misrepresent himself and was discovered by other companies or institutions.Healsoimaginedhowhemightfeelifhewasliedtotoobtainsensitivedata.

Notlongafter,hehadtheopportunitytodiscussthefirm’sethicswiththeCEOduringaphone conversation.Withoutmentioninganythingabouthissituation,Yangaskedgenerallyaboutthe company’sculture.Specifically,heaskedwhetherthecompanyhadfounditdifficulttointegrate newofficesintoitscorporatecultureandstandardsasitexpanded.TheCEOwas
candid,tellinghimthatthecompanywasworkingtoensurethatitsofficesacrossallgeographies adheredtoauniformsetofbusinessethicsestablishedbythecorporateoffice.Theconversation gave Yang reassurance that the CEO was genuine in his commitment to high ethical standards acrossthefirm,andconcludedthathissituationreflectedadisconnectbetweenlocalpracticeand thecompany’sbroadervalues.Healsosensedthattheglobalbranchofficeexecutiveswerenot askinghimtodosomethingthattheysawasunethical:rather,itmayhavebeenanacceptedlocal businesspractice.

Handout 2: Reading Guide for “An Intern’s Dilemma” Embodied Speaking in Team Presentations Workshop

Key Issues: What is Mark Yang’s dilemma?

Alternatives: What are some of Mark Yang’s options?

Consequences: What are the consequences of those options?

Recommendation:Whatcourseofactionwouldyourecommend?Why?Whataretheethical implications of thisrecommendation?

Handout 3: Speaking Outline for Short “Intern’s Dilemma” Presentation Embodied Speaking in Team Presentations Workshop

Toensureapurposefulpresentation,identifyyourcentralmessage.RememberfromIn-class Workshop1thatacentralmessageassertsadebatableclaimsupportedbyspecificevidence, therebyoverviewingthepresentation’smainideas.Forthistypeofpresentation,yourcentral messagewillmakearecommendationrootedinsomeclearrationale.

Next, identify your key talking points. These provide the evidence that will support your central message.Putyourtalkingpointsinanorderthatmakessenseforyourpresentation,andassignparts to each teammember.

Remembertoconsider:Whatframeworksfromclassmightapplyhere(i.e.corporategovernance, organizationalornationalcultures,competitiveadvantage,marketshare)?

Handout 4: Listening Guide for Peer Presentations Embodied Speaking in Team Presentations Workshop

For each presentation, fill in a new answer to each question:

1. Namesomethingyousawapresenterdoreallyeffectivelythatyouwanttotrynexttimeyou present.

2. Name one part of the presentation where you got a littleconfus