This Conventional wisdom is often wrong or inaccurate and can be dangerous to the organization
Executives Managers Leaders Decision Makers for large and small businesses.
Casual benchmarking or mindless imitation Doing what has worked in the Past
How do you apply evidence based practice?
Karen roberts book report presentation
By Jeffrey Pfeffer & Robert I. Sutton
About the Authors: Jeffrey Pfeffer Professor Stanford University - Graduate School of Business Recipient of the Robert I. Irwin Award for scholarly contributions to management Robert I. Sutton Professor Stanford University – Management Science and Engineering Inductee into the Academy of Management Journals Hall of FamePfeffer & Sutton (2006)Stanford Graduate School of Business (2012)
Purpose of BookHelp people become smarter and wiser by showing them a new way to think about the information they use to make business and management decisions. Pfeffer & Sutton, 2006, p. 42 & 52.
A Dangerous Half-Truth This notion carries a lot of weight because it is not based on facts, but on statements that people have accepted as true. Pfeffer & Sutton, 2006, p. 25 4
Half –truths are tough to process. The truth may apply in some settings, but not others. When it is used incorrectly and out of context, it can also be dangerous for the organization. Pfeffer & Sutton, 2006, p. 25 5
The Decision Making Errors “Mindless imitation” Cookie Cutter Approach Following deep rooted ideologies – based on gut feelings Pfeffer & Sutton (2006)
What is Evidence-BasedManagement?Facing the hard facts about what works and what doesn’tUnderstanding the dangerous half-truths that constitute so much conventional wisdom about management,Rejecting the total nonsense that too often passes for sound advice. (Pfeffer & Sutton, 2006, p. 13) 8
Where is the evidence? Research Literature Facts Tested assumptions (if no facts or research is available) Pfeffer & Sutton (2006) 9
Obstacles to Implementing EBM ( in D fo ata is rma & s Po tio n rce io u we n) r fus g So on tin C ic fl C on ut n Tr i o h to ers Av Pfeffer & Sutton, 2007, p. 30-34
Half-Truths the authors confront Do The Best Is work Organizations fundamentally different from Have the Best the rest of life? People? Are Great Leaders are If we don’t Change or in control of their Innovate will companies, and ought we survive? they be? Do financial incentives driveIs Strategy Is company Destiny? performance?
Conclusion The Authors did a very good job pointing out defective decision making practices as it relates to the half-truths they confront. They provided guidelines to aid in sorting thru information and remove barriersThis book is a valuable resource. These guidelines have unlimited applications. I recommend this book to anyone in a management or leadership position looking to make decisions based on evidence.
ReferencesStanford Graduate School of Business. (2012, March 27). Retrieved from https://gsbapps.stanford.edu/facultyprofiles/biomain. asp?id=38680009Stanford Graduate School of Business. (2012, March 27). Retrieved from http://faculty- gsb.stanford.edu/pfeffer/Pfeffer, J., Sutton, R. I. (2006). Hard Facts: Dangerous Half-Truths & Total Nonsense. Profiting from Evidence- Based Management.