Reference no: EM13860431 , Length:

Consider the following case: Billie Jackson was the leader of a nonprofit, economic development corporation in a small community in Colorado. For six years, Billie had been trying to interest members of the city council in purchasing an abandoned downtown hotel for conversion to a city-owned long-term care facility. Billie felt strongly that the community needed such a facility and that the city had a golden opportunity to meet that need through purchase of the hotel. The problem was that several extremely conservative members of the council felt differently. In their view, the city shouldn't get into providing social services, especially where the need might be met by a private firm at some point in the future. Moreover, they felt the cost of the purchase and renovations would be more than the community could bear.

"The hotel issue was once again on the council agenda, and Billie was determined to make the strongest appeal possible. With the help of a nearby university, she had prepared a lengthy report documenting the need for the facility and the desirability of purchasing the hotel. Just as she was beginning her presentation, one of the conservative council members said, "Mrs. Jackson, we have heard more on this topic than we care to. I just don't want to go through all this again. I move to table the issue indefinitely." The motion to table carried by a quick and somewhat confused voice vote.

"Assume the role of Billie Jackson. What is your immediate response? What would you do in the days and weeks that followed? Would you continue to pursue the issue? Why or why not?"

Answer the three questions at the end of the story.