Real-Life Decision Making -- Solution
You put off the volleyball program.
Cricket has been part of your school since it was started decades ago. And the coach who coaches the cricket team has been with the university for a very long time. She's also been a good friend to you. So even though you run the risk of alienating a generous benefactor, you choose not to end the cricket program.
The statistics show that interest in cricket is falling off. But when you make your report to the board of directors, you suggest that because of budget constraints, the change from cricket to volleyball should be reconsidered during the next budgeting cycle.
The board accepts the recommendation. But when your benefactor hears the news, he's not happy. He doesn't pull his funding completely. Lucky for you, he feels a great deal of loyalty to the school. However, he does cut his donations to the school in half. And he makes it clear that he won't be giving any extra funds to the school until the volleyball team is installed.
This funding cut puts the athletic department in the situation of having an even tighter budget. That means some of the planned facility improvements will be put off until funds increase. It's not the end of the world, but it certainly looks bad for you.
"The hardest decision I've ever had to make was to fire someone," says Joane Thibault. She is an athletic director. "Ending a program is easy because you don't usually hurt people. But to fire someone you've come to know? That's a decision that is very hard to make."