Can you imagine stepping up to lead an organization in the midst of crisis? In the A case, a professor of business administration at the First Nations University of Canada (FNUniv) has submitted his r?sum? at the close of an assembly meeting to be considered along with five others to take over the role of interim president. As he waits for the decision, he thinks about the situation ahead of him. Public accusations of fiscal mismanagement and violations of academic freedom at FNUniv have recently surfaced. Lawyers have been hired, and the media has focused intense scrutiny on the school. If offered the opportunity, he wonders if he will be able to balance the impact of the crisis surrounding FNUniv, address the financial systems, restore relationships among the many affected groups, heal the wounds between those parties involved, and implement an action plan for organizational change. In the B case, the newly appointed president's action plan unfolds as he considers whether there would ever be an understanding of the First Nations University's difference.