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
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.
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.
Evidence-Based HR Management & Systematic Reviews
PhD Consortium of the 7th International Conference of the Dutch HRM network,
Rob Briner, Eric Barends
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
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.
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.
Evidence-Based HR Management & Systematic Reviews
PhD Consortium of the 7th International Conference of the Dutch HRM network,
Rob Briner, Eric Barends
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
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.
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
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.
Using Evidence Based Practices Turned Things Around for One Hospital: From $12M Loss to $8.4M Profit in 365 Days
Lynn McVey
AUPHA 2013 Annual Meeting
Monterey, CA
Introduction to Change Management for MBAsPaul Gibbons
A three hour lecture covering resistance, resilience, stakeholders, complexity, and involvement. The complexity section is somewhat more advanced than the rest - covering technical, social and dynamic complexity.
Does executive coaching work? The questions every coach needs to ask and (at least try to) answer.
Rob Briner
January 9th 2013
DOP Annual Conference, Chester, UK
Bridging The Research-Practice Gap Through Evidence-Based Management And Systematic Review.
David Denyer and Rob Briner
Academy of Management Annual Meeting 2014, Philadelphia
2022 - Fostering Strategic Science Communication related to TrustJohn C. Besley
This was a 1-hour talk for some colleagues at Northwestern. Laid out three things: What we've heard from talking to people in the scientific community about science communication, how we think about science communication through the lens of strategy, and how we study how scientists think about communication choices.
Qualitative Research Methods Essay
What Is The Generic Qualitative Approach? Essay
Qualitative Reflection
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Importance Of Qualitative Research
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EBSCO Publishing Citation Format APA (American Psychologica.docxtidwellveronique
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resources for the exact formatting and punctuation guidelines.
References
Brossart, D. F., Meythaler, J. M., Parker, R. I., McNamara, J., & Elliott, T. R. (2008). Advanced regression methods for single-
case designs: Studying propranolol in the treatment for agitation associated with traumatic brain injury. Rehabilitation
Psychology, 53(3), 357–369. https://doi-org.library.capella.edu/10.1037/a0012973
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Advanced Regression Methods for Single-Case Designs: Studying Propranolol in the Treatment for Agitation
Associated With Traumatic Brain Injury
By: Daniel F. Brossart
Department of Educational Psychology, Texas A&M University;
Jay M. Meythaler
Department of Physical Medicine and Rehabilitation, Wayne State University;
Rehabilitation Institute of Michigan, Detroit, Michigan
Richard I. Parker
Department of Educational Psychology, Texas A&M University
James McNamara
Department of Educational Psychology, Texas A&M University
Timothy R. Elliott
Department of Educational Psychology, Texas A&M University
Acknowledgement: This study was funded in part by National Institute of Disability Research and Rehabilitation
Grant H 133G000072 awarded to Jay M. Meythaler. Appreciation is expressed to Michael E. Dunn for sharing
information and opinions about the history of single-case designs in rehabilitation psychology research. Graphs of
participant data not presented in this article are available upon request from Daniel F. Brossart.
In a thoughtful commentary, Aeschleman (1991) observed a decreasing interest in single-case research (SCR)
designs in the rehabilitation psychology literature: Between 1985 and 1989, Aeschleman found only 6 out of 402
empirical papers published in Rehabilitation Psychology, Archives of Physical Medicine and Rehabilitation, and
Rehabilitation Counseling Bulletin used a single-subject design (<1.5% of the total; Aeschleman, 1991, p. 43). A brief
examination of the past 15 years of Rehabilitation Psychology reveals one article that offered an innovative way to
analyze single-case data (Callahan & Barisa, 2005) and another that was a true single-case study (Pijnenborg,
Withaar, Evans, van den Bosch, & Brouwer, 2007).
We disagree with Aeschleman's bleak conclusion that SCR designs “… have not made a methodological impact on
research in reh.
Applied Research Essay example
Ethics in Research Essay
Research Critique Essay example
Essay on Types Of Research
Methodology of Research Essay examples
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Sample Methodology Essay
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Personal online reputations: Managing what you can’t controlFrances Ryan
This talk for the 5th annual Discover Academic Research, Training, and Support (DARTS) conference discusses the role of online information in the building, management, and evaluation of personal reputation. It considers the existing literature surrounding reputation and social media use, as well as some early findings from Frances’ information science doctoral investigation on the same topics. A short interactive element encourages participants to think about their own social media use, online information behaviours, and digital footprints—as well as some practical advice on managing a reputation that you can’t fully control.
Presentation to CRC Mental Health Early Career Researcher Workshop, Melbourne 29.11.17 for @andsdata.
Workshop title: A by-product of scientific training: We're all a little bit biased.
Judgments and decisions in health care review: how to undertake ethical revie...Hugh Davies
NOTE This file contains links that will only work if it's downloaded as a PowerPoint presentation!
This slide set analyses healthcare research review. I hope it will help Research Ethics Committee and IRB members.
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Knowledge transfer, and evidence informed health policy-minster's meetingDr Ghaiath Hussein
A presentation given to the highest executive body in the Federal Ministry of Health in Sudan, which led to the adoption of a new evidence-based policy.
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
Presentation of the first two online learning modules developed by the Center for Evidence-Based Management and Carnegie Mellon' Online Learning initiative
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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.
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June 3, 2024 Anti-Semitism Letter Sent to MIT President Kornbluth and MIT Cor...Levi Shapiro
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The US House of Representatives is deeply concerned by ongoing and pervasive acts of antisemitic
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Macroeconomics- Movie Location
This will be used as part of your Personal Professional Portfolio once graded.
Objective:
Prepare a presentation or a paper using research, basic comparative analysis, data organization and application of economic information. You will make an informed assessment of an economic climate outside of the United States to accomplish an entertainment industry objective.
2. What IS Evidence-based
Management (EBM)?
“Evidence-based management is about making
decisions through the conscientious, explicit, and
judicious use of four sources of information:
practitioner expertise and judgment, evidence
from the local context, a critical evaluation of the
best available research evidence, and the
perspectives of those people who might be
affected by the decision.”
Briner, Denyer & Rousseau, 2009
3. Not Everyone Is Impressed…
“Fact-based” figures into a
new suite of verbal tics that I
find especially annoying:
reality-based, evidence-
based, knowledge-based. “As
opposed to what?”, I am
always tempted to ask.
Alex Beam
Boston Globe
July 8, 2011
4. What Stands in the Way of EBM?
Practitioner side Academic side
Lack of awareness of Insularity, “incestuou
research findings sness”
Disbelief or dislike of Publishing norms
research findings and reward
Non-implementation structures
of research findings “Evidence wars”
5. Practice Barrier 1:
Lack of Awareness
Management not a profession
No required education or certification
Limits to education (e.g., MBA)
Limits to post-education
Academics not on most practitioners’ “radar
screen”
6. Practitioner Barrier 2:
Awareness, but Disbelief
Some areas where practitioners (and some
academics) disbelieve research findings
Decision aids for selection (Highhouse, 2008)
& use of evidence by juries
Validity of intelligence for predicting
performance (Hunter & Schmidt, 1998)
Average effectiveness of goal setting vs.
“empowerment”
7. Commonalities in Findings
Associated with Disbelief
Threats to self-image or threatening implications for self
outcomes
Dislike of findings that imply reduced control (Pinker)
(Intelligence, goals, actuarial formulae)
Dislike of findings that describe humans in terms of
discrete traits (vs. holistic, individuated “bundle”)
Dislike of “being a number; being like everyone else”
“Uniqueness paradox” (Rousseau)
8. “The Uniqueness Paradox”
“But that’s a different
industry”
“But we already hire
smart people”
“But we already have a
better hiring system than
most”
“But we have other
objectives than
performance” Would we use the same
logic with our doctor?
9. Other Barriers to Belief:
Distrust of Science/Scientists
Increasing funding of scientific studies by
corporate interests
“You can find a scientist who’ll say anything”
Findings keep changing (medicine, diet)
In U.S.: Concerted, systematic attacks on science per
se (based on politics and religion)
Embryonic stem cells
Sexual abstinence
Climate
Evolution
10. This book is a wake-up call to all
Americans who value
intellectual honesty and civility
in our national affairs.
Mooney’s exposure of the
cynical collusion of special
business interests with the anti-
intellectualism of the religious
right is a must-read for all who
care about this nation’s future.
(Russell Train, EPA
Administrator for Nixon & Ford)
11. Practitioner Barrier 3:
Belief but No Implementation
Johns (Personnel Psychology, 1993): Management
research ideas looked at as administrative rather than
technological innovations.
Agency theory: Does reader of research act as an agent?
Pfeffer & Sutton (Knowing-Doing Gap): Company
differences in research receptivity
Rogers (Diffusion of Innovations, 2003) & Tetlock
(ASQ, 2000): Also individual differences in receptivity
Ferlie et al. (AMJ, 2005): Role of professionals; need to
elevate to higher levels of analysis
12. Potential Solutions: Warning
I think all the evidence about innovation
in general practice points to the fact that
rarely, very rarely, does a single method
change people’s behaviour.
(Primary care doctor interviewed for
Ferlie et al. )
14. Actions to Increase Awareness
Build relationships with practitioners
Bartunek (AMJ, 2007), Burt (AMJ, 2007), Nonaka
& Konno (1998)
Investigate topics of greater interest to
practitioners
Content areas: academics tend to “follow”
Align research/reviews with problem-focus
Phenomenon focus
Expand/reward use of appropriate outlets for
translating research findings
15. Actions to Increase Beliefs
Communicate more effectively
Produce more systematic reviews &
points of agreement among “camps”
More effective teaching of statistics &
methods
Maybe how to read/interpret studies
more so than conducting them
16. Actions to Increase Implementation
Co-produce and co-implement research with
practitioners
Joint sensemaking (Mohrman et al. and Amabile et
al., AMJ, 2001)
Create “roadmaps” for implementation
(e.g., Kotter)
Enhance the “implications for practice” sections of academic
journals
Communicate “principles” accompanied by examples
Locke’s Handbook of OB Principles; Latham’s Becoming an Evidence-
Based Manager; Pearce’s Real Research for Real Managers
Need research to find “what works”
17. Questions to Ponder
Is this just a micro OB/Human Resources
phenomenon?
What structures are needed to support EBM?
What additional evidence do WE (academics)
need to support EBM?
Is EBM the right “marketing” for the movement?
18. For further Details….
Rynes, S.L. (in press). “The research-practice gap in I/O
psychology and related fields: Challenges and potential
solutions.” In S. Kozlowski (Ed.), Oxford Handbook of
Industrial and Organizational Psychology, OUP.
Giluk, T. & Rynes, S.L. (in press). “Research findings
practitioners resist: Lessons for management academics
from evidence-based medicine.” Forthcoming in D.
Rousseau, (Ed.), Handbook of Evidence-Based
Management: Companies, Classrooms and Research.
OUP.