This case deals with achieving consensus when different program elements within an institution compete for limited private funding, a situation that finds parallels in the public agency budget process, or in multifaceted nonprofit institutions where funding is competitive.

The primary objectives of this case are to involve the class in a hands-on exercise, to practice facilitation skills, and to consider the kinds of managerial decisions that are appropriate for this type of process.

Another important objective is to demonstrate that agreement and consensus may not result in the "best" or even a "good" decision, without careful consideration and acceptance of broader organizational goals.

Comparison of the agreements reached by the student groups usually suggests that the operative criterion was that everyone should get a "fair share." Class focuses on the degree to which this should be a priority and how to avoid consensus processes that result merely in "divvying up" resources.