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Entre médecine et gestion : sauver la Croix-Rouge canadienne (parties A, B et C)

Between Medicine and Management: Saving the Canadian Red Cross (Parts A, B and C)

Case 9 40 2016 003A-C
Languages : 
  • French,
  • English
  • Leadership,
  • Communication,
  • Gestion de crise,
  • Organisation humanitaire,
  • Éthique
  • Leadership,
  • Communications,
  • Crisis management,
  • Ethics,
  • Humanitarian organization
Year of production : 
2015
Registration date : 
07 April 2016
Teaching notes included : 
Yes
Case document count : 
3

Le cas relate l’arrivée en poste de Pierre Duplessis comme secrétaire général et chef de la direction de la Croix-Rouge canadienne dans un contexte de crise organisationnelle majeure qui se déroule sur plusieurs années : l’organisation est blâmée pour son rôle dans l’affaire du sang contaminé. Dans les années 1980, ce scandale a touché de nombreux pays comme la France et l’Australie, et tout particulièrement le Canada. Entre 4 000 et 5 000 individus auront été contaminés par le virus du SIDA, et entre 20 000 et 30 000, par celui de l’hépatite C à la suite d’une transfusion sanguine. Le docteur Pierre Duplessis entre en poste au moment où la situation est critique pour l’organisation et les gouvernements provinciaux. On retire le programme du sang, coordonné par la Croix-Rouge depuis 1940, pour le confier à une nouvelle entité.

La crise que devra gérer Pierre Duplessis sera finalement bien plus grande que ce que laissait prévoir son mandat initial, soit le transfert du programme du sang. Il devra en fait sauver l’organisation de la faillite et faire face aux accusations criminelles que la GRC portera contre elle.

This case describes Pierre Duplessis’ arrival in the position of Secretary-General and Chief Executive Officer of the Canadian Red Cross at the time of a major organizational crisis spanning several years, during which the Red Cross had to answer for its role in Canada’s tainted blood scandal. Several countries, including France and Australia, were affected by the scandal in the 1980s, but Canada was particularly hard hit. Between 4,000 and 5,000 people in this country contracted HIV and another 20,000 to 30,000 people contracted hepatitis C following infected blood transfusions. By the time Dr. Pierre Duplessis took up his new position at the Red Cross, the situation had become untenable for the organization and provincial governments: the Red Cross had been stripped of the blood program that it had coordinated since 1940, program which was to be transferred to a new agency.

The crisis that Pierre Duplessis had to overcome turned out to be significantly greater than the task for which he had been mandated, i.e., the transfer of the blood program. He was forced to take measures to save the organization from bankruptcy and to deal with criminal charges brought by the RCMP against the Red Cross.

Primary domain : 
Management  - Leadership
Secondary domain : 
Not available
Sectors : 
  • Public administration,
  • Healthcare
Source : 
HEC Montréal
Type : 
Traditional case (Descriptive or analytical case)
Type of data used in the production of the case : 
Factual data that is not public wherein the identity of the company/person is disclosed
Event location : 
Canada
Year of start of the event : 
1997
Year the event ended : 
2009
Business size : 
Medium-sized enterprise

Leadership, gestion de crise, prise de décision

Leadership, crisis management, decision making

L’objectif principal du cas est de traiter de la gestion de crise et de la gestion d’enjeux complexes. Il permet de soulever des questions sur la gestion de crise lors d’une entrée en fonction et sur la gestion de crise lorsque les enjeux sont d’une grande complexité (sur le plan éthique, juridique, etc.).

The main objective of the case is to address the subject of crisis management and management of complex issues. It raises a number of questions regarding crisis management upon taking office and crisis management in cases involving highly complex issues (ethical, legal, etc.). 

Leadership, gestion de crise, prise de décision

Leadership, crisis management, decision making