In June 2005, Gary Knell, CEO of Sesame Workshop, was preparing to present a major reorganization plan to the Board of Trustees. Gary’s proposal called for firing 40 members of the Product Licensing department, including Liz Kalodner, its highly successful head; limiting the activities that the slimmed-down licensing staff could engage in going forward; and folding Product Licensing into the Philanthropy department. His proposal also recommended that Sesame begin to solicit individual donations for the first time in its history. How would the Board of Trustees react?