It starts with one email and one tap
You add the class list once. Every student gets a personal link — no account to create, no password on the first run.
Before our first class — 12 minutes, just about you
Hi Priya — before Tuesday, take the AURA assessment. It's not graded and there are no right answers. What comes back is a read on how you work: what you move toward, what you avoid, and where that will help or cost you this term.
— Dr. Kumar Abhishek, OBHR101-G11
One question at a time, saved as they go
Twelve minutes on a phone between classes. They can stop anywhere and pick it up where they left off.
I say the uncomfortable thing in a group, even when it slows us down.
The moment they finish, they get themselves back
No waiting. Their archetype, a read on each trait, and two honest watch-fors — the benchmark stays sealed until you open it.
Bold Challenger
You go at the hard version on purpose — the easy one bores you. Contribution is the need sitting just underneath — it shows up when the first one is already met.
Your need for achievement sits mid-range — it shows up in some situations and not others.
Your need for adventure sits low — it rarely drives your choices.
Your need for appreciation sits mid-range — it shows up in some situations and not others.
Your need for authenticity sits mid-range — it shows up in some situations and not others.
Your need for belonging sits low — it rarely drives your choices.
- · Your need for Choice is quiet. Others may read its absence as indifference — say the thing anyway.
- · Your need for Belonging is quiet. Others may read its absence as indifference — say the thing anyway.
When you release it, the comparison appears
Same screen, one thing added: where they sit against an anonymous class curve. It needs at least five results per need, and it appears the moment the group is large enough.
middle third of this class (n=47) on achievement
bottom third of this class (n=47) on adventure
middle third of this class (n=47) on appreciation
middle third of this class (n=47) on authenticity
bottom third of this class (n=47) on belonging
Nobody is named, nobody is ranked. Thirds only — upper, middle, lower — and never below 5 results.
Your view of the room, ready to project
The distribution, the spread, the archetype mix and the teaching notes that come out of them — before you've read a single individual report.
- · Skill splits the room — pair the extremes and the discussion writes itself.
- · Achievement splits the room — pair the extremes and the discussion writes itself.
And one card per student, when you need it
What to say to this person, what to watch, and the switch that opens their full report.
Divya Das
Bold Challenger · AURA 180 · student4@example.edu
Choice barely registers for this student. Don't assume it motivates them — check what does before you assign the role.
Belonging barely registers for this student. Don't assume it motivates them — check what does before you assign the role.
Challenge is one of this student's strongest drivers. Give them work that feeds it, and name it when it runs the room.
What you value at work
25 Aug · Your AURA profile shows what drives you. These ten reads add the values you optimise for when a job forces a trade-off.
Before you answer for yourself: what will most of this class pick as the thing they'd protect in a first job?
Why we asked · Hold that guess. Dr Kumar will put the room's real split on screen — the gap between what we assume everyone wants and what they say they want is the whole point of Chapter 5.
Two internship offers land in the same week. Same pay, same length, and you can only take one.
Which do you take?
3 situations like this, then one hard choice, then 10 quick self-reads. Six minutes.
Your first job will not give you everything. One of these you get; the rest you hope for.
Protect exactly one:
What they get back — read against their own AURA
Not a bar chart. A pattern with a name, the place it pays, the place it charges them, and the line only their AURA baseline can produce.
The Self-Director
Being trusted with the how matters more to you than being told the what. Achievement is your second gear. Impact is where you lean least — worth knowing before it costs you.
Works in · loose briefs and unowned problems
Costs you in · structured graduate schemes and managers who check in daily
You lean least on Impact — which is what mission-led work where you can see who it lands on runs on.
- Tension
Interesting: AURA reads a openness to the unfamiliar, but in these situations you went further toward autonomy than that would predict. Either you've learned to stretch here, or these choices cost you more energy than they look. - Consistent
Your AURA conscientiousness and your achievement here point the same way. That's a stable pattern — expect it under pressure, not just on a good day.
Ask for one decision to be yours outright, and accept the accountability with it.
What they gain · They learn which of the five things they would actually trade away, and that the answer isn't the one they'd say out loud in an interview.
The room split — and how you land it
Anonymous counts only, never below 5 responses. This is what goes on the projector at the start of the session.
Person–organisation fit, terminal vs instrumental values
Which do you take?
What do you do?
Put this beside the real split above. The gap is the reveal.
Put the prediction beside the real split. The room almost always guesses 'high salary' and almost never picks it — that gap is the lecture. Ask the two students furthest apart what their first job has to protect, and fit stops being a diagram.
How you decide
1 Sep · Four decision styles, read across tolerance for ambiguity and how you weigh people against data. Answer for how you actually decide under time pressure.
What will most of this class say is going on?
Why we asked · Most rooms pick the first one. That jump — their character, not their situation — is the fundamental attribution error, and you'll see the class distribution on screen.
It's 11pm. The submission is at 9am. A teammate's section has numbers that don't match the rest of the deck.
What do you do first?
3 situations like this, then one hard choice, then 12 quick self-reads. Six minutes.
A decision is due Friday and you can only buy one of these.
Protect exactly one:
What they get back — read against their own AURA
Not a bar chart. A pattern with a name, the place it pays, the place it charges them, and the line only their AURA baseline can produce.
The Analyst
You buy confidence with evidence — which is powerful right up until the evidence stops arriving. Behavioural is your second gear. Bias awareness is where you lean least — worth knowing before it costs you.
Works in · high-stakes, data-rich decisions
Costs you in · windows that close while you're still gathering
You lean least on Bias awareness — which is what anywhere a first number or first impression is doing the deciding runs on.
- Tension
Interesting: AURA reads a conscientiousness, but in these situations you went further toward analytical than that would predict. Either you've learned to stretch here, or these choices cost you more energy than they look. - Consistent
Your AURA warmth toward people and your behavioural here point the same way. That's a stable pattern — expect it under pressure, not just on a good day.
Set a decision deadline before you start gathering. Analysis expands to fill the time you give it.
What they gain · They see their own default explanation for someone else's failure, and how fast an anchor moved their number.
The room split — and how you land it
Anonymous counts only, never below 5 responses. This is what goes on the projector at the start of the session.
Attribution error, anchoring, availability, bounded rationality
What do you do first?
Twenty minutes later the team is debating a plan. What are you doing?
Put this beside the real split above. The gap is the reveal.
Reveal the split on the late-teammate scenario first. Most of the room explains the behaviour by the person, not the situation — name it as fundamental attribution error while the choice is still warm on screen.
What actually drives you
8 Sep · Herzberg split work into motivators — the things that create satisfaction — and hygiene factors, which only create dissatisfaction when they're missing. Find out which side moves you.
What will most of this class say makes them work hardest on something that isn't graded?
Why we asked · Herzberg's claim was that money doesn't appear on this list at all — it only shows up when it's missing. Watch whether this room agrees.
You're four weeks into an unpaid internship. The work is dull, the team is warm, and the manager keeps saying you're doing well.
What happens to your effort?
3 situations like this, then one hard choice, then 10 quick self-reads. Six minutes.
Same job, four versions. One thing is upgraded; the rest stay average.
Protect exactly one:
What they get back — read against their own AURA
Not a bar chart. A pattern with a name, the place it pays, the place it charges them, and the line only their AURA baseline can produce.
Driven by growth
You stay for the slope, not the salary. A flat month reads as a wasted month. Intrinsic drive is your second gear. Recognition is where you lean least — worth knowing before it costs you.
Works in · steep roles, rotations, anything unfamiliar
Costs you in · plateaus, and the two years where a job is mostly repetition
You lean least on Recognition — which is what visible work and managers who notice runs on.
- Tension
Interesting: AURA reads a openness to the unfamiliar, but in these situations you went further toward growth than that would predict. Either you've learned to stretch here, or these choices cost you more energy than they look. - Tension
Interesting: AURA reads a openness to the unfamiliar, but in these situations you went further toward intrinsic drive than that would predict. Either you've learned to stretch here, or these choices cost you more energy than they look.
Job-craft: swap one routine task for one you're not yet good at.
What they gain · They find out whether the thing that gets them started is the same thing that keeps them going. For most students it isn't.
The room split — and how you land it
Anonymous counts only, never below 5 responses. This is what goes on the projector at the start of the session.
Self-determination, Herzberg's two factors, McClelland's needs
What happens to your effort?
Which do you claim?
Put this beside the real split above. The gap is the reveal.
Run the trade-off split. When the room splits between money and mastery, ask the money side what they'd need to stay in a job that paid the same for three years — hygiene and motivators separate themselves.
How you respond to goals and rewards
Same theory, applied: how you react to targets, feedback, money and recognition. This is the one that tells a manager how to manage you.
What will most of this class say actually happens to their effort?
Why we asked · This is equity theory in a room of 44. Adams' point wasn't that people want more — it's that they compare, and adjust effort to restore the ratio.
Your professor offers two versions of the final task: a safe one you'd likely get a B+ on, and a hard one where the range is A to C.
Which do you take?
3 situations like this, then one hard choice, then 10 quick self-reads. Six minutes.
A manager can give you exactly one of these next year.
Protect exactly one:
What they get back — read against their own AURA
Not a bar chart. A pattern with a name, the place it pays, the place it charges them, and the line only their AURA baseline can produce.
Fairness-sensitive
You do the comparison whether or not you mean to, and it moves your effort. Feedback seeking is your second gear. Learning orientation is where you lean least — worth knowing before it costs you.
Works in · spotting unfairness early, for yourself and others
Costs you in · effort, when the comparison goes against you and nothing can change it
You lean least on Learning orientation — which is what new domains and hard feedback runs on.
- Consistent
Your AURA sensitivity to pressure and your equity sensitivity here point the same way. That's a stable pattern — expect it under pressure, not just on a good day. - Consistent
Your AURA sensitivity to pressure and your feedback seeking here point the same way. That's a stable pattern — expect it under pressure, not just on a good day.
When something feels unfair, check the inputs, not just the outcomes.
What they gain · They see how they respond to unfairness when they can't change it, and whether they chase the goal or the scoreboard.
The room split — and how you land it
Anonymous counts only, never below 5 responses. This is what goes on the projector at the start of the session.
Goal-setting, equity theory, expectancy, job design
Which do you take?
What do you do in the next 48 hours?
Put this beside the real split above. The gap is the reveal.
Use the unequal-credit scenario. The room's split between renegotiating, absorbing it and disengaging is equity theory in three moves — ask each group what they believed the other two would do.
Where your satisfaction comes from
15 Sep · Job satisfaction isn't one number. Score the facets separately and you find the one worth changing first.
What will most of this class say is the number one reason people quit their first job within a year?
Why we asked · The class split is the lecture. Exit-survey data across decades keeps landing on one of these far more than the others — see how close the room gets.
Six months in. Good pay, work you find dull, a manager who never gives feedback, and three colleagues you genuinely like.
What's the first thing you'd change?
3 situations like this, then one hard choice, then 10 quick self-reads. Six minutes.
Four facets of a job. Three are ordinary; one is excellent.
Protect exactly one:
What they get back — read against their own AURA
Not a bar chart. A pattern with a name, the place it pays, the place it charges them, and the line only their AURA baseline can produce.
Held by the work
The content of the job carries you. Protect it — it's the hardest facet to replace. Supervision is your second gear. Coworkers is where you lean least — worth knowing before it costs you.
Works in · roles chosen on content, not title
Costs you in · the admin half of any job
You lean least on Coworkers — which is what teams you'd choose again runs on.
- Tension
Interesting: AURA reads a openness to the unfamiliar, but in these situations you went further toward the work itself than that would predict. Either you've learned to stretch here, or these choices cost you more energy than they look. - Tension
Interesting: AURA reads a sensitivity to pressure, but in these situations you went further toward supervision than that would predict. Either you've learned to stretch here, or these choices cost you more energy than they look.
Guard the tasks that hold you; delegate before they get crowded out.
What they gain · They learn their standing response when work stops being satisfying, and what that response costs them by week six.
The room split — and how you land it
Anonymous counts only, never below 5 responses. This is what goes on the projector at the start of the session.
Job satisfaction, engagement, exit–voice–loyalty–neglect
What's the first thing you'd change?
What comes out of your mouth?
Put this beside the real split above. The gap is the reveal.
Map the split onto exit, voice, loyalty and neglect on the board. Nearly every student is somewhere on that grid already, from a CCA or a part-time job — ask for one 30-second story per quadrant.
Your role in a team
22 Sep · Two things decide how you show up in a group: what you contribute, and what you do when the group disagrees. Answer for a real team you've been on.
What will most of this class say about themselves?
Why we asked · Almost every room over-claims the first option. That gap is social loafing plus self-serving bias — and the class distribution makes it undeniable.
Forty minutes into a group meeting, nothing has been decided and two people are re-arguing the same point.
What do you actually do?
3 situations like this, then one hard choice, then 12 quick self-reads. Six minutes.
Your group can be excellent at exactly one of these. The other three will be average.
Protect exactly one:
What they get back — read against their own AURA
Not a bar chart. A pattern with a name, the place it pays, the place it charges them, and the line only their AURA baseline can produce.
The Driver
Teams move when you're in them — and stall on detail when you're not watching. Finisher is your second gear. Harmoniser is where you lean least — worth knowing before it costs you.
Works in · stalled groups and real deadlines
Costs you in · detail, and the people who needed one more minute to speak
You lean least on Harmoniser — which is what keeping a team intact through pressure runs on.
- Consistent
Your AURA outward energy and your driver here point the same way. That's a stable pattern — expect it under pressure, not just on a good day. - Consistent
Your AURA conscientiousness and your finisher here point the same way. That's a stable pattern — expect it under pressure, not just on a good day.
Partner with a Finisher. Your speed plus their close rate is the strongest pair on this grid.
What they gain · They get named as a role, see how many others share it, and understand why their group projects keep failing the same way.
The room split — and how you land it
Anonymous counts only, never below 5 responses. This is what goes on the projector at the start of the session.
Team roles, psychological safety, social loafing, norms
What do you actually do?
Your first move:
Put this beside the real split above. The gap is the reveal.
Show the role split next to the free-rider scenario. Rooms full of finishers and short on challengers is the most common shape — ask what that team gets right and where it walks off a cliff together.
How you influence
29 Sep · Influence is a skill, not a character flaw. These reads show which tactics you reach for — and which one you probably overuse.
What will most of this class say the word 'office politics' means?
Why we asked · Most students pick option A or D. The research reads politics as influence without formal authority — which is most of what any junior person has.
You want your CCA committee to fund a new event. The president is unconvinced and the vote is next Tuesday.
What do you do between now and Tuesday?
3 situations like this, then one hard choice, then 10 quick self-reads. Six minutes.
You have one hour before a decision meeting you care about.
Protect exactly one:
What they get back — read against their own AURA
Not a bar chart. A pattern with a name, the place it pays, the place it charges them, and the line only their AURA baseline can produce.
The Case-Builder
You win on the argument — which works beautifully with people who are already listening. Inspirational appeal is your second gear. Exchange is where you lean least — worth knowing before it costs you.
Works in · rooms that are already listening
Costs you in · rooms that aren't — a strong case rarely wins attention on its own
You lean least on Exchange — which is what resource-scarce places runs on.
- Tension
Interesting: AURA reads a conscientiousness, but in these situations you went further toward rational persuasion than that would predict. Either you've learned to stretch here, or these choices cost you more energy than they look. - Consistent
Your AURA outward energy and your inspirational appeal here point the same way. That's a stable pattern — expect it under pressure, not just on a good day.
Before the case, buy the attention. Nobody reads a deck they didn't ask for.
What they gain · They learn which influence move they reach for first, and that their least-used one is usually the one the situation needed.
The room split — and how you land it
Anonymous counts only, never below 5 responses. This is what goes on the projector at the start of the session.
Bases of power, influence tactics, political skill
What do you do between now and Tuesday?
How do you work with that?
Put this beside the real split above. The gap is the reveal.
Reveal the influence-tactic split. Students who chose the rational appeal and students who went to a coalition can argue it live — that argument is the difference between position power and personal power.
Your leadership style
13 Oct · The classic grid — how much you lead through the task and how much through the relationship — plus the four transformational behaviours. Answer for how you lead now, not how you'd like to.
What will most of this class say makes someone a leader in a student group?
Why we asked · Emergent leadership research says confidence predicts who gets picked, and trust predicts who succeeds. Those are two different people surprisingly often.
You're leading a five-person project. Two weeks in, quality is slipping and nobody is saying why.
What do you do first?
3 situations like this, then one hard choice, then 12 quick self-reads. Six minutes.
Your team will describe you in one line after the project ends.
Protect exactly one:
What they get back — read against their own AURA
Not a bar chart. A pattern with a name, the place it pays, the place it charges them, and the line only their AURA baseline can produce.
The Coach
Your teams get better while they're with you — the compounding kind of leadership. Vision is your second gear. Integrity under pressure is where you lean least — worth knowing before it costs you.
Works in · teams that get better while they're with you
Costs you in · this quarter — teaching is slower than doing
You lean least on Integrity under pressure — which is what the bad quarter, which is the only real test runs on.
- Tension
Interesting: AURA reads a warmth toward people, but in these situations you went further toward developing others than that would predict. Either you've learned to stretch here, or these choices cost you more energy than they look. - Consistent
Your AURA openness to the unfamiliar and your vision here point the same way. That's a stable pattern — expect it under pressure, not just on a good day.
Delegate one thing you're good at, not just one you dislike.
What they gain · They see the leader they default to under time pressure, and which situations that leader is wrong for.
The room split — and how you land it
Anonymous counts only, never below 5 responses. This is what goes on the projector at the start of the session.
Task vs relationship, transformational leadership, situational fit
What do you do first?
Which do you do?
Put this beside the real split above. The gap is the reveal.
Put the split against the struggling-teammate scenario. The room divides into 'protect the deadline' and 'protect the person' — that's the task–relationship trade-off with a face on it, not a 2×2.
The culture you'd build
20 Oct · Culture is what a place rewards when nobody is watching. These reads show which culture you'd thrive in — and what you'd hold onto when it costs you.
Two firms make the same offer. What will most of this class say decides it?
Why we asked · "Felt right" is culture doing the deciding without being named. Schein's point: culture is the set of assumptions you only notice when you break one.
First week at a new place. Which detail tells you the most about how it really works?
Pick the one you'd read hardest:
3 situations like this, then one hard choice, then 10 quick self-reads. Six minutes.
A place can only really be excellent at one of these.
Protect exactly one:
What they get back — read against their own AURA
Not a bar chart. A pattern with a name, the place it pays, the place it charges them, and the line only their AURA baseline can produce.
The Insider
You do your best work somewhere that knows your name and keeps its people. Integrity under pressure is your second gear. Build-and-experiment culture is where you lean least — worth knowing before it costs you.
Works in · places with low turnover and real loyalty
Costs you in · the moment loyalty and performance disagree
You lean least on Build-and-experiment culture — which is what ambiguity and early-stage everything runs on.
- Tension
Interesting: AURA reads a warmth toward people, but in these situations you went further toward people-first culture than that would predict. Either you've learned to stretch here, or these choices cost you more energy than they look. - Tension
Interesting: AURA reads a conscientiousness, but in these situations you went further toward integrity under pressure than that would predict. Either you've learned to stretch here, or these choices cost you more energy than they look.
Ask a prospective employer how long their team has been together. The answer tells you more than the values page.
What they gain · They identify the kind of organisation they'd thrive in and the kind that would quietly grind them down.
The room split — and how you land it
Anonymous counts only, never below 5 responses. This is what goes on the projector at the start of the session.
Competing values framework, socialisation, ethical climate
Pick the one you'd read hardest:
What do you do?
Put this beside the real split above. The gap is the reveal.
Show the culture-type split, then ask the room which culture SMU itself runs on. Watching them disagree about a culture they all live in is the fastest route to understanding artefacts versus assumptions.
Where you stand
27 Oct · Chapter 16 territory: ethics, sustainability and who gets to lead. These reads are about your stance, not your knowledge — answer as the manager you'd actually be.
What will most of this class say it should do?
Why we asked · What the room says in public and what it picks under pressure diverge — that gap is the espoused-versus-enacted values distinction you'll see again in culture.
In a group meeting, one person's idea is ignored, then repeated by someone louder ten minutes later and praised.
What do you do?
3 situations like this, then one hard choice, then 10 quick self-reads. Six minutes.
You'll be the manager. One of these survives the pressure of a bad quarter.
Protect exactly one:
What they get back — read against their own AURA
Not a bar chart. A pattern with a name, the place it pays, the place it charges them, and the line only their AURA baseline can produce.
The Voice
Most bad outcomes were visible to someone junior first. You're the one who says it. Principled is your second gear. Outcome-weighing is where you lean least — worth knowing before it costs you.
Works in · catching problems while they're still cheap
Costs you in · political capital, spent one raise at a time
You lean least on Outcome-weighing — which is what trade-offs where somebody has to weigh the harm runs on.
- Tension
Interesting: AURA reads a outward energy, but in these situations you went further toward speaking up than that would predict. Either you've learned to stretch here, or these choices cost you more energy than they look. - Consistent
Your AURA conscientiousness and your principled here point the same way. That's a stable pattern — expect it under pressure, not just on a good day.
Give someone quieter the credit next time you carry their point up.
What they gain · They learn whether they reason from rules or from outcomes, and what actually stops them saying the thing in a room.
The room split — and how you land it
Anonymous counts only, never below 5 responses. This is what goes on the projector at the start of the session.
Principle vs consequence reasoning, voice, psychological safety
What do you do?
Your recommendation:
Put this beside the real split above. The gap is the reveal.
Reveal the speak-up split last, after the anonymous count is on screen. Most rooms find far more people would speak up than anyone predicted — the gap between that and what happens in real meetings is the whole session.
How you handle change and conflict
3 Nov · The last read of the course, and the one most likely to show up in your first management job. Answer for what you do under pressure, not what you'd like to do.
What will most of this class say people resist most?
Why we asked · Kotter's finding is that people rarely resist the change — they resist the loss inside it. Watch where the room lands.
Two days before submission the professor changes the brief. Half your work no longer fits.
Your first hour:
3 situations like this, then one hard choice, then 10 quick self-reads. Six minutes.
A disagreement that matters, with someone you'll work with for a year.
Protect exactly one:
What they get back — read against their own AURA
Not a bar chart. A pattern with a name, the place it pays, the place it charges them, and the line only their AURA baseline can produce.
The Contender
You don't fold, which serves you well when the issue genuinely matters. Collaborating is your second gear. Avoiding is where you lean least — worth knowing before it costs you.
Works in · the three issues a year that genuinely matter
Costs you in · the relationship, on the other forty
You lean least on Avoiding — which is what heat that will pass on its own runs on.
- Tension
Interesting: AURA reads a warmth toward people, but in these situations you went further toward competing than that would predict. Either you've learned to stretch here, or these choices cost you more energy than they look. - Tension
Interesting: AURA reads a warmth toward people, but in these situations you went further toward collaborating than that would predict. Either you've learned to stretch here, or these choices cost you more energy than they look.
Pick your three battles for the term. Spend nothing on the rest.
What they gain · They see whether they claim value or create it, and how they behave when a change is done to them rather than with them.
The room split — and how you land it
Anonymous counts only, never below 5 responses. This is what goes on the projector at the start of the session.
Resistance to change, Kotter, distributive vs integrative bargaining
Your first hour:
What actually happens?
Put this beside the real split above. The gap is the reveal.
Run the negotiation trade-off. Competing versus collaborating splits nearly evenly; ask both sides to predict the other's outcome, then show what integrative bargaining would have produced for both.
The semester, end to end
Tuesdays 19:00–22:15, LKCSB Seminar Room 3-7. One read per class, each building on the AURA baseline from week 1.
What is Organizational Behaviour and how does it help manage people at work?
18 Aug · AURA baseline
Personality and Values: understanding your fit to the organization
25 Aug · What you value at work
Perception and Individual Decision Making
1 Sep · How you decide
Understanding your motivation in a work context
8 Sep · What actually drives you
Attitudes and their linkage to job satisfaction
15 Sep · Where your satisfaction comes from
Understanding group behaviour and working with teams
22 Sep · Your role in a team
Navigating power and politics in teams
29 Sep · How you influence
Leadership
13 Oct · Your leadership style
Organizational Culture: integrity, inclusion and long-term sustainability
20 Oct · The culture you'd build
Latest corporate trends in HR: ethics, sustainability and women in management
27 Oct · Where you stand
Mastering organizational change and managing conflict and negotiation
3 Nov · How you handle change and conflict
What builds over fifteen weeks
Each class read is scored against the same baseline, so by the end a student has an arc, not eleven unrelated results.
- · One personality baseline, taken once, that every later class reads against.
- · Eleven concrete records of what they'd actually do — in group projects, internships and CCAs, not in a boardroom they've never sat in.
- · A running list of tensions between who they say they are and what they choose under pressure. That list is the coursework.
- · A view of how far they sit from the room, without ever being named or ranked.
- · A cohort read before the session, so the case discussion is aimed at this room.
- · A split per case, ready to project, with the theory it demonstrates attached.
- · A short list of students worth a direct word — missed reads, high sensitivity ahead of presentation week.
- · Completion by class, by topic, and the topics the cohort struggles with most.
Three controls, that's the whole job
Everything else runs itself.
Publish the chapter
Students see a class's content only when you open it. Nothing runs ahead of the room.
Send the class read
One tap sends a topic-specific invite to the roster, with a link that drops each student straight into the right assessment. Reminders go on their own.
Release the reports
Individually or for the whole class. Before you do, students have their own result; after, they also have the anonymous benchmark.
SMU Organizational Behaviour · Powered by Aura by Atriverse
Instructors: the live version of these screens is at /admin.