Final Case Analysis of Ganging up on Cancer: Integrative Research Centers at Dana-Farber Cancer Institute

Tamia Easterling

MGMT 7014

Dr. Katerberg

Final Case Analysis

February 28, 2016

Final Case Analysis of Ganging Up on Cancer: Integrative Research Centers at Dana-Farber Cancer Institute

Introduction:

        Let’s just face it-sometimes working collaboratively is much easier said than done. Most of today’s professionals will find themselves at some point during their career having to work in teams to accomplish a task that would be seemingly impossible if undertaken independently. Ganging Up on Cancer: Integrative Research Centers at Dana-Farber Cancer Institute is a case that details the importance of working collaboratively and cohesively especially within a time sensitive industry that is research science. With the vast amount of knowledge that scientists often spend years and even decades researching, it is important that leaders of these efforts ensure that conflict is kept to a minimum. It is imperative that the organizational culture that is shaped by these leaders places a large emphasis on collaboration- as within the arena of research science, successful efforts can often lead to scientific advancements which can save millions of lives each year.

Case Description

        Dr. Barrett Rollins, Chief Scientific Officer (CSO) of the Dana-Farber Cancer Institute received a call from Diana Cohn, a member of the Institute’s Board of Trustees, and also a chair of the board’s Science Committee, expressing her displeasure with her recent findings of a grant falling through, largely due to a lack of teamwork between centers of the Institute. Diana Cohn’s husband met his untimely demise fourteen years early after being diagnosed with Glioblastoma Multiforme or GBM, the worst form of brain cancer, and although nothing could be done to save her husband, the Institute’s research could produce scientific developments to produce a cure or series of treatments to others suffering from the same disease. It is without a doubt that effective direction is crucial to producing results not only to fellow board members, but to those patients and families who are looking to medicine for relief for their suffering. Upon further leadership-based research the idea was proposed to implement “Integrative Research Centers” to help facilitate the need for collaborative organizational units to help become a more cohesive and efficient whole.

Key Issues

         Rollins was chosen to lead the vision of overseeing centers who would help promote both the principles of project management with medical research. However, as most leaders tend to do, Rollins encountered issues that would challenge his leadership skills from the very start. Rollins knew that partnering with Charlie Woods, head of the Center for Nanotechnology in Cancer (CNTC) was crucial to the success of the Dana-Farber Cancer Institute. He also knew that Wood’s leadership capabilities were problematic to say the least. Although known to be a bit self-absorbed in matters that tended to better his own personal endeavors, Rollins took his first step down the wrong leadership path when he failed to utilize the many models available when it comes to making decisions in leadership positions.

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