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Other Added - Evidence-Based Decision Making
People may not realize it, but there have been many key inventions that have come about since the start of the new millennium. In a world where we think we may have invented everything, new inventions, technologies and devices come about more often than we may notice. Would you like to come up with an idea for a new invention? Here is some
As I stated in my book, “Strategic Organizational Learning,” competence in any profession (medicine, management, or consulting) depends largely on the ta
Industry pros, magazines, and financial television shows trip over themselves highlighting the bold and new over the tried and true. But, one of the most powerful things that anyone can do to improve their finances and increase their financial savvy is also one of the oldest, most widely known and simplest financial disciplines.It's
Physicians using evidence-based decision making are committed to identifying, disseminating, and applying the latest research that is soundly conducted and clinically relevant. While this makes common sense, it is not common practice.
Thousands of studies of medical practice are conducted each year. You may find the research findings disturbing. Only 15% of medical decisions are evidence based!
What do physicians rely on the other 85% of the time? It appears to be a combination of the following:
- generally accepted, but never proven, tradition
- methods in which they are most skilled
- information from vendors of products and services
- obsolete knowledge acquired in medical school
Pfeffer and Sutton believe, “managers are actually much more ignorant than doctors about which prescriptions are reliable—and less eager to find out.” A harsh accusation, but one containing a serious reason for concern.
I should point out that Pfeffer and Sutton’s research focuses on “how companies ought to be managed” (their own words). Their prescriptive, rather than descriptive, conclusions often clash with the reality of real-world business decision making. Nevertheless, their work reveals opportunities for improving our decision making effectiveness.
As I stated in my book, “Strategic Organizational Learning,” competence in any profession (medicine, management, or consulting) depends largely on the ta
Along with conventional advertising and below the line activities, organizations and corporate bodies have come to realize that they need to invest in trade shows in order to create maximum recall for their product or brand name. There are several benefits to participating in a trade show. Some of them are:A trade show offers the man
Thousands of studies of medical practice are conducted each year. You may find the research findings disturbing. Only 15% of medical decisions are evidence based!
What do physicians rely on the other 85% of the time? It appears to be a combination of the following:
- generally accepted, but never proven, tradition
- methods in which they are most skilled
- information from vendors of products and services
- obsolete knowledge acquired in medical school
Pfeffer and Sutton believe, “managers are actually much more ignorant than doctors about which prescriptions are reliable—and less eager to find out.” A harsh accusation, but one containing a serious reason for concern.
I should point out that Pfeffer and Sutton’s research focuses on “how companies ought to be managed” (their own words). Their prescriptive, rather than descriptive, conclusions often clash with the reality of real-world business decision making. Nevertheless, their work reveals opportunities for improving our decision making effectiveness.
As I stated in my book, “Strategic Organizational Learning,” competence in any profession (medicine, management, or consulting) depends largely on the ta
Those are aspiring to be an actor or actresses undertake a great and noble goal. Each year thousands of people move to Hollywood to chase their dream of becoming the next big star. Most don’t make it, but why? There isn’t a real reason as we see some of the new “talent” out of Hollywood is not true talent, while those who don’t stand bewild
- generally accepted, but never proven, tradition
- methods in which they are most skilled
- information from vendors of products and services
- obsolete knowledge acquired in medical school
Pfeffer and Sutton believe, “managers are actually much more ignorant than doctors about which prescriptions are reliable—and less eager to find out.” A harsh accusation, but one containing a serious reason for concern.
I should point out that Pfeffer and Sutton’s research focuses on “how companies ought to be managed” (their own words). Their prescriptive, rather than descriptive, conclusions often clash with the reality of real-world business decision making. Nevertheless, their work reveals opportunities for improving our decision making effectiveness.
As I stated in my book, “Strategic Organizational Learning,” competence in any profession (medicine, management, or consulting) depends largely on the ta
Many professionals – such as engineers, real estate appraisers, interior designers, land surveyors and architects – are required to sign, stamp and/or seal documents to show they were produced by a registered or licensed professional in that field. The purpose of a seal or stamp is to ensure that the professional is licensed to practice tha
I should point out that Pfeffer and Sutton’s research focuses on “how companies ought to be managed” (their own words). Their prescriptive, rather than descriptive, conclusions often clash with the reality of real-world business decision making. Nevertheless, their work reveals opportunities for improving our decision making effectiveness.
As I stated in my book, “Strategic Organizational Learning,” competence in any profession (medicine, management, or consulting) depends largely on the ta
First Things FirstBefore you decide to confront an employee who is a possible drug user, you should have documented your reasons. You or a supervisor will have noted evidence of their performance, behavioral symptoms or physical signs which indicates that an employee may be using drugs. You want to have this evidence
As I stated in my book, “Strategic Organizational Learning,” competence in any profession (medicine, management, or consulting) depends largely on the tacit knowledge gained from experience. While I am an advocate for seeking real-world professional experience, our experience will always be limited.
Pfeffer and Sutton, correctly state, “Seasoned practitioners sometimes neglect to seek out new evidence because they trust their own clinical experience more than they trust research.” They go on to say, “information acquired firsthand often feels richer and closer to real knowledge than do words and data in a journal article.”
So, what am I suggesting? Should you discount the hard-earned tacit knowledge you have acquired over many years of professional work? Of course not. But, I do recommend that you become any active member of a community of practice, read the journals in your field, and always question what you “know.”
To read more about this topic, I recommend Pfeffer and Sutton’s new book, “Hard Facts, Dangerous Half-Truths, and Total Nonsense: Profiting from Evidence-Based Management” (Harvard Business School Press).
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