Key Note of the EHMA 2016 Annual Conference in Porto
In this key note, Rob Briner and Eric Barends from the Center for Evidence Based Management will discuss the basic principles of EBMgt and consider why while most people agree with the principles of EBMgt, few organisations are able to take advantage of its potential benefits. Utilising interactive social media tools
Rob and Eric will demonstrate how EBMgt can be used to separate the wheat from the chaff.
Executive Perspective Building an OT Security Program from the Top Downaccenture
Designed for executives, this non-technical track addresses key components of a successful OT security program. The discussions are intended to spark conversation and this guide highlights key takeaways on what works, what doesn’t and what’s next. https://accntu.re/3N7KmiZ
End-to-End OT SecOps Transforming from Good to Greataccenture
Building and growing an OT SecOps program takes vision, buy-in and budget. This track explores how to take your program to the next level. The discussions are intended to spark conversation and this guide highlights key takeaways on what works, what doesn’t and what’s next. https://accntu.re/3tz7wGY
The Bottom Line on Trust | Accenture Strategy Competitive Agility Index 2018accenture
In the not-too-distant past, trust was considered a “soft” corporate issue. Its connection to a company’s value, tenuous. Not anymore. New Accenture Strategy research quantifies the impact of trust on your company’s competitiveness. And bottom line. Trust is anything but soft.
To be competitive in today’s environment, companies need to execute a balanced strategy that prioritizes trust at the same level as growth and profitability. Those who do benefit from greater resiliency from trust incidents, making them more competitive. Those who don’t are putting billions in future revenue at risk.
Accenture Strategy found that more than half (54%) of the 7.030 companies we scored on our Competitive Agility Index experienced a material drop in trust, a key measure of competitiveness. Conservatively, those companies lost out on US$180 billion in potential revenues.
What if your company could quantify the potential negative impact of a trust incident on key measures of competitiveness: growth and profitability? Accenture Strategy can show you how.
A quick introduction to digital transformation. Covering Digital First, Lean, Agile, Leadership, it addresses the 3 core strands - People Change, Process Change and Technology Change. It presents a Systematic approach to Digital Transformation and the need for Governance and Leadership to realise the benefits. Observations include the share of the costs that lead to success, the risk profile of a transformation program and finally the hallmarks of a digital organization
The Employee Experience: From Engagement to EnergyGlintInc
In times of change, the employee experience helps hold the company together. Whether it be changes to leadership, products, or culture, the employee experience is the one item that should remain constant and strong in order to keep employees engaged. In this research-based presentation, Josh Bersin, principal and founder, Bersin™, Deloitte Consulting LLP, will highlight the latest trends in the employee engagement market and explain why citizenship, purpose, meaningful work, and “energy, not just engagement” are the most important business strategies you have.
Immediate Results, Enduring Benefits
Leaders are constantly struggling to figure out how to match their resources to their business plans and how to make faster decisions. Changing the way a company is structured or governed is usually uncomfortable and famously difficult to get right. And the odds are stacked heavily against lasting success. A.T. Kearney's Fit Organization helps leaders identify the changes that really matter and embed them in the fabric of the organization to ensure that they stand up to the test of time. When we couple the right solutions with what it takes to get them done, we deliver a program that gives leaders both immediate results and, even more importantly, benefits that endure for years to come.
Generative AI in insurance- A comprehensive guide.pdfStephenAmell4
Generative AI introduces a new paradigm in the insurance landscape, offering unparalleled opportunities for innovation and growth. The ability of generative AI to create original content and derive insights from data opens doors to novel applications pertinent to this industry.
Responsible investment is an approach to investment that explicitly acknowledges the relevance to the investor of environmental, social and governance (ESG) factors, and the long-term health and stability of the market as a whole. It recognises that generating long-term sustainable returns is dependent on stable, well-functioning and well governed social, environmental and economic systems.
It is driven by a growing recognition in the financial community that effective research, analysis and evaluation of ESG issues is a fundamental part of assessing the value and performance of an investment over the medium and longer term, and that this analysis should inform asset allocation, stock selection, portfolio construction, shareholder engagement and voting.
Shaping the Sustainable Organization | Accentureaccenture
Accenture helps companies unlock the business and environmental value of organizational sustainability by strengthening their sustainability DNA. Read more.
The second annual Adobe Consumer Content Survey—a December 2018 survey of 1,000 U.S. consumers who own at least one digital device—found that digital content consumption is on the rise and consumers have already established expectations and preferences.
Big data, evidence-based, predictive analytics, today these terms are all over the place. Is this just another fad or an irreversible trend? An increasing group of HR leaders relies on science, critical thinking and data analyses to make decisions.
Evidence-based HR, however, is still perceived by many as too time-consuming, narrow or impractical. Meanwhile, evidence-based practice is becoming mainstream in many other disciplines (like medicine). This is the momentum for pioneering HR leaders to seize the opportunity and make a difference with evidence. As part of an inclusive approach, valuing different perspectives.
We will enter into the dialogue about the why, the what, and most of all the how of evidence-based HR. How to get started and how to blend it with softer, less tangible HR practices? A pragmatic introduction, with realistic ambitions and openness towards other approaches.
Talent Management – What’s the Evidence?
With Rob Briner & Eric Barends
28th April 2016, 3:00PM-5:00PM, IMI Conference Centre, Dublin 16
In this session, Rob Briner, Prof. of Organisational Psychology, University of Bath and Eric Barends, MD, Centre for Evidence-Based Management, put talent management under the microscope. They challenge some of the traditional thinking behind talent management shaped almost 20 years ago by The War for Talent – including the idea that potential can readily be identified in complex roles and that the best organisations have the best people.
Executive Perspective Building an OT Security Program from the Top Downaccenture
Designed for executives, this non-technical track addresses key components of a successful OT security program. The discussions are intended to spark conversation and this guide highlights key takeaways on what works, what doesn’t and what’s next. https://accntu.re/3N7KmiZ
End-to-End OT SecOps Transforming from Good to Greataccenture
Building and growing an OT SecOps program takes vision, buy-in and budget. This track explores how to take your program to the next level. The discussions are intended to spark conversation and this guide highlights key takeaways on what works, what doesn’t and what’s next. https://accntu.re/3tz7wGY
The Bottom Line on Trust | Accenture Strategy Competitive Agility Index 2018accenture
In the not-too-distant past, trust was considered a “soft” corporate issue. Its connection to a company’s value, tenuous. Not anymore. New Accenture Strategy research quantifies the impact of trust on your company’s competitiveness. And bottom line. Trust is anything but soft.
To be competitive in today’s environment, companies need to execute a balanced strategy that prioritizes trust at the same level as growth and profitability. Those who do benefit from greater resiliency from trust incidents, making them more competitive. Those who don’t are putting billions in future revenue at risk.
Accenture Strategy found that more than half (54%) of the 7.030 companies we scored on our Competitive Agility Index experienced a material drop in trust, a key measure of competitiveness. Conservatively, those companies lost out on US$180 billion in potential revenues.
What if your company could quantify the potential negative impact of a trust incident on key measures of competitiveness: growth and profitability? Accenture Strategy can show you how.
A quick introduction to digital transformation. Covering Digital First, Lean, Agile, Leadership, it addresses the 3 core strands - People Change, Process Change and Technology Change. It presents a Systematic approach to Digital Transformation and the need for Governance and Leadership to realise the benefits. Observations include the share of the costs that lead to success, the risk profile of a transformation program and finally the hallmarks of a digital organization
The Employee Experience: From Engagement to EnergyGlintInc
In times of change, the employee experience helps hold the company together. Whether it be changes to leadership, products, or culture, the employee experience is the one item that should remain constant and strong in order to keep employees engaged. In this research-based presentation, Josh Bersin, principal and founder, Bersin™, Deloitte Consulting LLP, will highlight the latest trends in the employee engagement market and explain why citizenship, purpose, meaningful work, and “energy, not just engagement” are the most important business strategies you have.
Immediate Results, Enduring Benefits
Leaders are constantly struggling to figure out how to match their resources to their business plans and how to make faster decisions. Changing the way a company is structured or governed is usually uncomfortable and famously difficult to get right. And the odds are stacked heavily against lasting success. A.T. Kearney's Fit Organization helps leaders identify the changes that really matter and embed them in the fabric of the organization to ensure that they stand up to the test of time. When we couple the right solutions with what it takes to get them done, we deliver a program that gives leaders both immediate results and, even more importantly, benefits that endure for years to come.
Generative AI in insurance- A comprehensive guide.pdfStephenAmell4
Generative AI introduces a new paradigm in the insurance landscape, offering unparalleled opportunities for innovation and growth. The ability of generative AI to create original content and derive insights from data opens doors to novel applications pertinent to this industry.
Responsible investment is an approach to investment that explicitly acknowledges the relevance to the investor of environmental, social and governance (ESG) factors, and the long-term health and stability of the market as a whole. It recognises that generating long-term sustainable returns is dependent on stable, well-functioning and well governed social, environmental and economic systems.
It is driven by a growing recognition in the financial community that effective research, analysis and evaluation of ESG issues is a fundamental part of assessing the value and performance of an investment over the medium and longer term, and that this analysis should inform asset allocation, stock selection, portfolio construction, shareholder engagement and voting.
Shaping the Sustainable Organization | Accentureaccenture
Accenture helps companies unlock the business and environmental value of organizational sustainability by strengthening their sustainability DNA. Read more.
The second annual Adobe Consumer Content Survey—a December 2018 survey of 1,000 U.S. consumers who own at least one digital device—found that digital content consumption is on the rise and consumers have already established expectations and preferences.
Big data, evidence-based, predictive analytics, today these terms are all over the place. Is this just another fad or an irreversible trend? An increasing group of HR leaders relies on science, critical thinking and data analyses to make decisions.
Evidence-based HR, however, is still perceived by many as too time-consuming, narrow or impractical. Meanwhile, evidence-based practice is becoming mainstream in many other disciplines (like medicine). This is the momentum for pioneering HR leaders to seize the opportunity and make a difference with evidence. As part of an inclusive approach, valuing different perspectives.
We will enter into the dialogue about the why, the what, and most of all the how of evidence-based HR. How to get started and how to blend it with softer, less tangible HR practices? A pragmatic introduction, with realistic ambitions and openness towards other approaches.
Talent Management – What’s the Evidence?
With Rob Briner & Eric Barends
28th April 2016, 3:00PM-5:00PM, IMI Conference Centre, Dublin 16
In this session, Rob Briner, Prof. of Organisational Psychology, University of Bath and Eric Barends, MD, Centre for Evidence-Based Management, put talent management under the microscope. They challenge some of the traditional thinking behind talent management shaped almost 20 years ago by The War for Talent – including the idea that potential can readily be identified in complex roles and that the best organisations have the best people.
Presentation of the first two online learning modules developed by the Center for Evidence-Based Management and Carnegie Mellon' Online Learning initiative
The Case for Competition: Learning About Evidence-Based Management Through Case Competition
Presentation by Tina Saksida, UPEI
AOM Annual Meeting, 2015, Vancouver
From Passively Received Wisdom to Actively Constructed Knowledge:Teaching Systematic Review Skills As a Foundation of Evidence-Based Management
Presentation by Rob Briner and Neil Walshe
AOM Annual Meeting 2015, Vancouver
Systematic review and evidence-based work and organizational psychology
Presentation by Prof. Rob Briner
17th congress of the European Association of Work and Organizational Psychology, Oslo
May 20, 2015
The Path to Evidence Based Management: Major Challenges and Some Solutions
HR Conference Groningen 2011
Key note speech by Sara Rynes
HR Conference 2011
Calls for both practical and scholarly activities to be grounded more in actual evidence have become louder, especially in the last decade. Four domains in particular have embraced evidence-based thinking, resulting in the respective developments of evidence-based medicine, evidence-based management, evidence-based education and evidence-based policy. Despite the presumed benefits of drawing on different sources of evidence for decision-making in practice, whether in medicine, management, education or policy, this does not seem to prevail. Whilst one likely reason for this slow uptake could simply be down to practitioners not always having much time to consult the evidence-base in their day-to-day work, another reason might be that they are not aware of specific insights applicable to their domain of work or to practice in general.
This is where the workshop contributes:
Representatives from the four key domains engaged with evidence-based practice will share with the audience their latest insights and the consequences thereof for practice. Further, all speakers will discuss questions such as:
What do we have in common?
How can we learn from one another?
How can we combine insights from the four domains?
These will be discussed as part of a concluding panel.
Workshop organiser:
Dr Celine Rojon, University of Edinburgh, celine.rojon@ed.ac.uk
Knowledge and Content UK 2009 (KCUK) presentation and case studyScott Gavin
This is the presentation we gave at the Knowledge and Content conference in London, June 2009. We were praised for not 'selling' even though we were there as vendors/sponsors. Without the narrative it's not the easiest set of slides to read but you get the idea.
Why is a digital workplace important for your business and your work?
How does WordPress fit into a digital workplace platform?
What are some example digital workplaces?
Evidence-Based HR Management & Systematic Reviews
PhD Consortium of the 7th International Conference of the Dutch HRM network,
Rob Briner, Eric Barends
There is no easy - or indeed single - answer to what productivity means and how we achieve it. But what we know is that UK PLC has a productivity issue compared with other countries
WAL_RSCH8310_07_B_EN-DL.m4a
Hard Facts, Dangerous Half-Truths and Total Nonsense
- Profiting from Evidence-Based Management
By Jeffrey Pfeffer & Robert I Sutton
Harvard Business School Press, 2006
Too many business adages are built on flimsy information. When decisions are based on
dubious knowledge, the consequences can be catastrophic. This book by highly respected
scholars, Jeffrey Pfeffer and Robert Sutton explains how better evidence can be used in
business to generate superior results. Evidence based management enables business
leaders to face the hard facts and act on the best evidence.
Introduction
Business decisions are often based on hope or fear, what others seem to be doing, what
senior leaders have done and believe has worked in the past and strong ideologies. Hard
facts and strong evidence do not seem to back many decisions. It is time that companies
and leaders rooted their decisions in solid evidence to ensure optimal utilization of
resources. The authors relate poor decision practices with a number of examples. Then
they explain how evidence based management can be used profitably.
Poor Decision Practices
Poor decision making practices can be seen across organizations. Take benchmarking.
The approach to benchmarking seems to be fairly casual, with some rare exceptions.
More often than not, companies tend to copy the most obvious, visible and frequently
least important practices. The underlying culture or business philosophy of the company
against which benchmarking is being done is not given enough importance.
Companies tend to repeat what has worked for them in the past. By all means, learning
from experience and mastery through practice can be useful. But this kind of an
approach can backfire when the new situation is different from the past and the lessons
learnt in the past may have been wrong or incomplete in the first place.
Managers also tend to be unduly influenced by deeply held ideologies and beliefs.
Beliefs rooted in ideology or in cultural values are quite sticky. They resist disconfirming
evidence.
Evidence based management
Evidence based management assumes that using deeper, better logic and employing
facts rather than assumptions or guesses leads to better decisions. Such an approach
advocates going by hard facts about what works and what does not. Even when
companies have little data, there are many things, they can do to rely more on evidence
2
and logic and less on guesswork, fear, belief or hope. For example, qualitative data
collected from field trips can be used.
Implementing evidence based management requires a mindset change. Facts and
evidence are great levelers of hierarchy. Resistance to evidence based management
comes when it changes power dynamics, replacing formal authority, reputation and
intuition with data. Another problem is that delivering bad news does not win us friends.
We like to deliver good news because that is .
MAKING OB WORK FOR ME WhatIsOBandWhyIsItImportan.docxcroysierkathey
MAKING OB WORK FOR ME
WhatIsOBandWhyIsItImportant?
THE VALUE OF OB TO MY JOB AND
CAREER
Theterm organizationalbehavior(OB) describesaninterdisciplinaryfielddedicatedto
understandingandmanagingpeopleatwork. To achieve this goal, OB draws on research and
practice from many disciplines, including:
Anthropology
Economics
Ethics
Management
Organizational theory
Political science
Psychology
Sociology
Statistics
Vocational counseling
HowOBFitsintoMyCurriculumandInfluencesMySuccess
AContingencyPerspective—TheContemporaryFoundationofOB
A contingencyapproach callsforusingtheOBconceptsandtoolsthatbestsuitthesituation,
insteadoftryingtorelyon“onebestway.” This means there is no single best way to manage
people, teams, or organizations. A particular management practice that worked today may not
work tomorrow. What worked with one employee may not work with another. The best or most
effective course of action instead depends on the situation.
Thus, to be effective you need to do what is appropriate given the situation, rather than adhering to
hard-and-fast rules or defaulting to personal preferences or organizational norms. Organizational
behavior specialists, and many effective managers, embrace the contingency approach because it helps
them consider the many factors that influence the behavior and performance of individuals, groups, and
organizations. Taking a broader, contingent perspective like this is a fundamental key to your success in
the short and the long term.
How Self-Awareness Can Help You Build a Fulfilling Career
The Stanford Graduate School of Business asked the members of its Advisory Council which
skills are most important for their MBA students to learn. The most frequent answer was self-
awareness.6 The implication is that to have a successful career you need to know who you are,
what you want, and how others perceive you. Larry Bossidy (former CEO of Honeywell) and
Ram Charan (world-renowned management expert) said it best in their book Execution: “When
you know yourself, you are comfortable with your strengths and not crippled by your
shortcomings. … Self-awareness gives you the capacity to learnPage 6 from your mistakes as well
as your successes. It enables you to keep growing.”9 They also argue that you need to know
yourself in order to be authentic—real and not fake, the same on the outside as the inside.
Authenticity is essential to influencing others, which we discuss in detail in Chapter12. People
don’t trust fakes, and it is difficult to influence or manage others if they don’t trust you.
As professors, consultants, and authors, we couldn’t agree more! To help you increase your self-
awareness we include multiple Self-Assessments in every chapter. These are an excellent way to learn
about yourself and see how OB can be applied at school, at work, and in your personal life. Go to
Connect, complete the assessments, and then answer the questions include ...
Workshop introducing appreciative inquiry using Positive Matrix, a collaborative software tool that energizes people and their enterprise to bring about positive change.
A look at how behavioral science is being used in businesses around the world -- based on the new Behavioral Teams survey. We examine the key opportunities (including job opportunities) and the challenges, especially ethical challenges, facing the field.
Similar to Nice Model, But What Is The Evidence? (20)
Evidence-Based Management
Augmenter sa crédibilité de partenaire d’affaires par l’utilisation de données probantes.
Congres International Francophone Des Ressources Humaine
Lucie Morin, Jean-Luc Plante
21 Octobre
Palais des Congres, Montreal
More from Center for Evidence-Based Management (14)
Instructions for Submissions thorugh G- Classroom.pptxJheel Barad
This presentation provides a briefing on how to upload submissions and documents in Google Classroom. It was prepared as part of an orientation for new Sainik School in-service teacher trainees. As a training officer, my goal is to ensure that you are comfortable and proficient with this essential tool for managing assignments and fostering student engagement.
Biological screening of herbal drugs: Introduction and Need for
Phyto-Pharmacological Screening, New Strategies for evaluating
Natural Products, In vitro evaluation techniques for Antioxidants, Antimicrobial and Anticancer drugs. In vivo evaluation techniques
for Anti-inflammatory, Antiulcer, Anticancer, Wound healing, Antidiabetic, Hepatoprotective, Cardio protective, Diuretics and
Antifertility, Toxicity studies as per OECD guidelines
Operation “Blue Star” is the only event in the history of Independent India where the state went into war with its own people. Even after about 40 years it is not clear if it was culmination of states anger over people of the region, a political game of power or start of dictatorial chapter in the democratic setup.
The people of Punjab felt alienated from main stream due to denial of their just demands during a long democratic struggle since independence. As it happen all over the word, it led to militant struggle with great loss of lives of military, police and civilian personnel. Killing of Indira Gandhi and massacre of innocent Sikhs in Delhi and other India cities was also associated with this movement.
Model Attribute Check Company Auto PropertyCeline George
In Odoo, the multi-company feature allows you to manage multiple companies within a single Odoo database instance. Each company can have its own configurations while still sharing common resources such as products, customers, and suppliers.
Acetabularia Information For Class 9 .docxvaibhavrinwa19
Acetabularia acetabulum is a single-celled green alga that in its vegetative state is morphologically differentiated into a basal rhizoid and an axially elongated stalk, which bears whorls of branching hairs. The single diploid nucleus resides in the rhizoid.
Palestine last event orientationfvgnh .pptxRaedMohamed3
An EFL lesson about the current events in Palestine. It is intended to be for intermediate students who wish to increase their listening skills through a short lesson in power point.
A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
Introduction to AI for Nonprofits with Tapp NetworkTechSoup
Dive into the world of AI! Experts Jon Hill and Tareq Monaur will guide you through AI's role in enhancing nonprofit websites and basic marketing strategies, making it easy to understand and apply.
5. CEBMa: what we do
Promote (seminars, papers, blogs, tweets)
Educate (universities & business schools)
Train & coach (companies > projects)
Support / REAs (companies)
Support / 2nd opinion (BS detector)
6. 15 min Management models
25 min EBP: What is it and why do you need it?
20 min A practical example
… min Discussion
Our mission for today
To disturb
To reassure
7. Dangers of believing things that aren’t true
It ain't what you don't know that gets
you into trouble. It's what you know for
sure that just ain't so. (Mark Twain)
The greatest enemy of knowledge is
not ignorance, it is the illusion of
knowledge. (Stephen Hawking)
8. Some examples
What’s happened to average job tenure in
the UK and US over the past 10 years?
Up?
Down?
Stayed the same?
9.
10.
11. Some examples: Job satisfaction
What’s happened to job satisfaction in the
US over the past 10 years?
Up?
Down?
Stayed same?
12.
13. Some examples: VUCA
Is the world moving ever faster – more
VUCA (volatility, uncertainty, complexity and ambiguity)?
Faster?
Slower?
Same?
14.
15. The idea that time is speeding up is clearly popular. It is
also plausible. There is just one problem. It is very hard to
prove that it is actually happening.
Hard evidence of a great acceleration is hard to come
by. The Economist has considered a variety of measures
by which the speed of business in America can be
quantified. A few do show some acceleration. But a lot do
not.
18. Some examples: Generational differences
Are there generational differences in work
attitudes?
Big differences?
Small differences?
No differences?
19.
20.
21.
22. So what?
There are many taken-for-granted assumptions
and ‘truths’ in management that turn out to be
wrong or at least overstated
It’s important to examine these assumptions
because if they are wrong will lead to poor
decisions
Possibly also in the case of Management Models
40. 40
Talent management
Emotional intelligence
Employee engagement
Lean / six sigma / theory of constraints
Autonomous teams (it’s back!)
Agile
The fads that haven’t been forgotten (yet)
41. 41
Fads seem to be attractive, compelling
and irresistible
Promise to deliver a lot and fast
Appear simple
Will make everything alright and help contain
anxieties around intractable problems
Help user feel effective and cutting edge
Bits of some fads may work in some context
45. 1. What tells you a model is a fad?
2. Can you give an example in
healthcare management?
Discuss with your neighbour
(2 min)
Discussion
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46. 1. Simple, straightforward: Easy to communicate,
comprehend, and reduce to a small number of
factors or dimensions.
2. Promising results: Fad auteurs are confidently
didactic. There is no false humility or hedging.
3. Universal: Solutions for everyone everywhere.
4. Step-down capability: Can be implemented in
ritualistic and superficial ways.
How to spot a management fad
47. 5. In tune with zeitgeist: Resonate with trends or
perceived business problems of the day.
6. Novel, not radical: Novelty is not so much new
discovery as a rediscovery and repackaging of older
ideas.
7. Lively, entertaining: Articulate, bold, memorable and
upbeat. Filled with labels, buzzwords, lists, acronyms
and fun anecdotes > your system 1 loves it!
8. Legitimacy via gurus and star examples: Supported by
stories of excellent companies and the status of gurus,
not by solid evidence.
How to spot a management fad
48. Model
So, we need a meta-model to check
whether the model is evidence based
64. Sources of evidence
problem solution
Practitioners
professional expertise
Organization
internal data
Stakeholders
values and concerns
Scientific literature
empirical studies
Ask
Acquire
Appraise
Aggregate
Apply
Assess
72. 1. Ask: translate a practical issue into an answerable question
2. Acquire: systematically search for and retrieve the evidence
3. Appraise: critically judge the trustworthiness of the evidence
4. Apply: incorporate the evidence into the decision-making process
5. Assess: evaluate the outcome of the decision taken
5 steps of EBmed
78. Evidence-based … whatever
=
the use of evidence from multiple
sources to increase the likelihood of a
favourable outcome
Focus on the decision making process
Think in terms of probability
80. It ain't what you don't know that gets
you into trouble. It's what you know for
sure that just ain't so. (Mark Twain)
The greatest enemy of knowledge is
not ignorance, it is the illusion of
knowledge. (Stephen Hawking)
81. Advice: lie babies down to sleep on their belly
(unanimous support through to the 1990s)
Example: medicine
83. Example: economy / finance
Nov 15, 2005
"With respect to their safety, derivatives, for the most part, are traded
among very sophisticated financial institutions and individuals who
have considerable incentive to understand them and to use them
properly.”
Jan 10, 2008
”The Federal Reserve is not currently forecasting a recession”
86. 5 Trillion dollars in pension money, real estate
value, savings and bonds disappeared
8 million people lost their job
6 million people lost their houses
Example: economy / finance
(and that was only in the USA)
90. 1. Incompetent people benefit more from feedback than
highly competent people.
2. Task conflict improves work group performance while
relational conflict harms it.
3. Encouraging employees to participate in decision
making is more effective for improving organizational
performance than setting performance goals.
Likely or unlikely?
91. How evidence-based are HR managers?
959 (US) + 626 (Dutch) HR professionals
35 statements, based on an extensive body of evidence
true / false / uncertain
HR Professionals' beliefs about effective human resource practices: correspondence
between research and practice, (Rynes et al, 2002, Sanders et al 2008)
98. Relying on only 1 source: bad idea!
problem solution
Practitioners
professional expertise
Organization
internal data
Stakeholders
values and concerns
Scientific literature
empirical studies
99. Discuss with your neighbor (1 min)
Over a 5 year period,
why is an orthopedic surgeon's
experience, as a rule, more trustworthy
than a change manager’s experience?
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100. Developing expertise
1. A sufficiently regular, predictable environment
2. Numerous opportunities to practice
3. Receive accurate (objective) feedback
The management domain is not highly
favorable to expertise!
109. We are predisposed to see order, pattern and causal
relations in the world.
Patternicity: The tendency to find meaningful patterns in
both meaningful and meaningless noise.
pattern recognition
110. We are pattern seeking primates: association learning
pattern recognition
119. A Type I error or a false positive, is
believing a pattern is real when it is not
(finding a non existent pattern)
A Type II error or a false negative, is
not believing a pattern is real when it is
(not recognizing a real pattern)
Dr. Michael Shermer
(Director of the Skeptics Society)
Pattern recognition
120. A Type I error or a false positive: believe that the
rustle in the grass is a dangerous predator when it is
just the wind (low cost)
Pattern recognition
121. A Type II error or a false negative: believe that the
rustle in the grass is just the wind when it is a
dangerous predator (high cost)
Pattern recognition
122. A Type I error or a false positive: believe that the
rustle in the grass is a dangerous predator when it is
just the wind (low cost)
A Type II error or a false negative: believe that the
rustle in the grass is just the wind when it is a
dangerous predator (high cost)
Pattern recognition
123. Doctors and managers hold many erroneous beliefs,
not because they are ignorant or stupid, but because
they seem to be the most sensible conclusion
consistent with their own professional experience!
124. “I’ve been studying judgment for 45 years, and I’m no better
than when I started. I make extreme predictions. I’m over-
confident. I fall for every one of the biases.”
131. A happy & engaged employee
is a productive employee
Fundamental assumption
132. Let’s 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
problem solution
140. Evidence-based approach, step 1: ASK
problem solution
Practitioners
professional expertise
Organization
internal data
Stakeholders
values and concerns
Scientific literature
empirical studies
Ask
Acquire
Appraise
Aggregate
Apply
Assess
141. Population? Knowledge workers
Whether nurses, lawyers, engineers, managers, or staff members,
nowadays most workers in organizations are highly dependent on
information and communication technology and are involved in
work that involves a high level of cognitive activity.
142. 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?”
143. I Don’t Know
(but I know how to find out)
The 3 hardest words in management
158. …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
162. 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