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Evidence-Based Decision Making, The Case of Knowledge Worker Productivity


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Evidence-Based Decision Making: The Case of Knowledge Worker Productivity
AWA Workplace week 2014
NVZD Annual Meeting 2015
Eric Barends
Rob Briner

Published in: Education
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Evidence-Based Decision Making, The Case of Knowledge Worker Productivity

  1. 1. The performance of knowledge workers EB Decision Making
  2. 2. Knowledge workers Whether nurses, physicians, managers, or staff members, nowadays most workers in healthcare organizations are highly dependent on information and communication technology and are involved in work that involves a high level of cognitive activity.
  3. 3. Discuss with your neighbour (1 min) “Which factors have the highest impact on the performance of knowledge workers?”
  4. 4. I Don’t Know (but I know how to find out) The 3 hardest words in management
  5. 5. A happy employee is a productive employee Most managers think …
  6. 6. GREAT! NOW WHAT? Outcome
  7. 7. Lets have a look at the evidence Professional experience and judgment Organizational data, facts and figures Stakeholders’ values and concerns Scientific research outcomes Ask Acquire Appraise Apply Assess
  8. 8. Step 1: ASK Translate a practical issue into an answerable question
  9. 9. Question “Which of the factors that are related to the performance of knowledge workers are most widely studied and what is known of their effect?”
  10. 10. Step 2: ACQUIRE Search for the best available scientific evidence
  11. 11.  ABI, BSP, PsycINFO  Scholarly journals, peer reviewed  1980 – 2013  English  performance, productivity, knowledge work* ACQUIRE
  12. 12. step 3: APPRAISE & AGGREGATE
  13. 13. Most widely studied 1. Task Cohesion 100+ 2. Relationship conflicts 70+ 3. Transactive memory 60+ 4. Social cohesion 40+ 5. Support for innovation 30+
  14. 14. Effect size?
  15. 15. Largest effect (r) 1. Social cohesion .5 / .7 2. Perceived supervisory support .5 3. Information sharing / TM .5 4. Vision / goal clarity .5 5. Trust .3 / .6
  16. 16. Step 4: APPLY
  17. 17. Step 6: APPLY Evidence-based findings: 5 factors What is it & how can you measure it? How can you ‘enhance’ it?
  18. 18. Three examples social cohesion supervisory support information sharing
  19. 19. Social cohesion
  20. 20. Social cohesion … a shared liking or team attraction that includes bonds of friendship, caring, closeness, and enjoyment of each other’s company.
  21. 21. Social cohesion
  22. 22. Measuring social cohesion
  23. 23. Perceived supervisory support
  24. 24. …how employees feel the supervisor helps them in times of need, praises them for a job well done or recognizes them for extra effort. Perceived supervisory support
  25. 25. Perceived supervisory support
  26. 26. Measuring perc. sup. support
  27. 27. Information sharing
  28. 28. Information sharing? …refers to how teams pool and access their knowledge and expertise – which positively affects decision making and team processes. This has led to the idea of a team ‘Transactive Memory System’ (TMS), which can be thought of as a collective memory in a collective mind - enabling a team to think and act together
  29. 29. Information sharing
  30. 30. Measuring information sharing
  31. 31. In the next weeks, before you make a decision, ask yourself:  What exactly is the problem?  What is the evidence available?  Was any attempt made to explicitly evaluate its trustworthiness?