Postgraduate CourseWHAT’S STOPING US? The quick fix problem The management fad (fashion) problem Why don’t academics and researchers like EBMgt? Why don’t managers and practitioners like EBMgt?What is stopping us?
Postgraduate CourseWHAT’S STOPING US?1. The Quick Fix Problem
Postgraduate CourseQUICK FIXESA ‘solution’ which Focuses on style and presentation, not content Is always slower than we hoped Usually doesn’t work Is followed by another quick fixWhat is a quick fix?
Postgraduate CourseQUICK FIXESBecause quick fixes Can be career-enhancing for managers Speed is often valued over accuracy Do we crave quick and easy solutions?So who needs or wants academic research?So why do we do quick fixes?
Postgraduate CourseWHAT’S STOPING US?2. The Management Fad Problem
Postgraduate CourseGroup think: management fadsThe nearly-forgotten fads: Scientific Management/Taylorism Business Process Reengineering Management by results Excellence Total Quality Management Learning Organizations Knowledge Management
Postgraduate Course Promise to deliver a lot and fast Appear simple New and shiny Will make everything alright and help containanxieties around intractable problems Help user feel effective and cutting edge Bits of some fads may work in some contextsSo who needs or wants academic research?*Evidence-based management not a fad!So why do we do management fads?
Postgraduate CourseWHAT’S STOPING US?3. Why don’t academics like EBMgt?
Postgraduate Course Ambivalence about the value and applicability ofmanagement research Few incentives to get involved Primary research (collecting new data) valued more highlythan secondary research (reviewing existing data) EBMgt not academics‘responsibility – this is about practicenot research Some concern that systematic reviews will expose thelimited nature of management research Some academics are like ‘gurus’ and feel that EBMgt mightshow their claims to be untrueWhy don’t academics like EBMgt?
Postgraduate CourseWHAT’S STOPING US?4. Why don’t managers like EBMgt?
Postgraduate Course Undermines formal authority They feel it constrains freedom to makemanagerial decisions Speed valued and rewarded more than accuracy Feel they cannot use their own experience andjudgment (not true) Managers not necessarily rewarded for doingwhat works (organizations rarely evaluate)Why don’t managers like EBMgt?
Postgraduate Course Huge (peer) pressure to adopt fadsWhy don’t managers like EBMgt?
Postgraduate Course“And there we see the power of any big managerialidea (or fad). It may be smart, like quality, or stupid,like conglomeration. Either way, if everybodys doing it,the pressure to do it too is immense. If it turns out tobe smart, great. If it turns out to be stupid, well, youwere in good company and most likely ended up noworse off than your competitors. Your companys boardconsists mostly of CEOs who were probably doing it attheir companies. How mad can they get?Huge (peer) pressure to adopt fads
Postgraduate CourseThe true value of conventional management wisdom isnot that its wise or dumb, but that its conventional. Itmakes one of the hardest jobs in the world, managingan organization, a little easier. By following it, managerseverywhere see a way to drag their sorry behindsthrough another quarter without getting fired. And isntthat, really, what its all about?”(Colvin, 2004, Fortune)Huge (peer) pressure to adopt fads
Postgraduate CourseSO WHAT’S STOPPING US?We are stopping us!So, what is stopping us?