2. 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 Journal's Hall of
Fame
Pfeffer & Sutton (2006)
Stanford Graduate School of Business (2012)
3. Purpose of Book
Help 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.
4. 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
5. Conventional
Wrong Danger
Wisdom
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
6. Audience Executives
Business
Managers
Advisors
Decision
Leaders
Makers
7. The Decision Making Errors
“Mindless imitation”
Cookie Cutter Approach
Following deep rooted ideologies – based on gut
feelings
Pfeffer & Sutton (2006)
8. What is Evidence-Based
Management?
Facing the hard facts about what works and what
doesn’t
Understanding 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
9. Where is the evidence?
Research Literature
Facts
Tested assumptions (if no facts or research is available)
Pfeffer & Sutton (2006) 9
12. 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
in control of their Change or
Innovate will
companies, and ought
we survive?
they be? Do financial
incentives
drive
Is Strategy Is
company
Destiny? performance?
13. Strengths and Weaknesses
Weakness
Strengths
• None really
• Provided great
guidelines that
can be used as • However, seemed
references in a little overloaded
applying evidence with information
based in some areas.
management
• Showed a process
of analysis in their
research that can
be used to help
build a base of
evidence
14. 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 barriers
This 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.
15. References
Stanford Graduate School of Business. (2012, March 27).
Retrieved from
https://gsbapps.stanford.edu/facultyprofiles/biomain.
asp?id=38680009
Stanford 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.
Editor's Notes
This Conventional wisdom is often wrong or inaccurate and can be dangerous to the organization
ExecutivesManagersLeadersDecision Makers for large and small businesses.
Casual benchmarking or mindless imitationDoing what has worked in the Past
