Evidence-based Management
- Lectures
- Lecture 1
- Lecture 2
- Lecture 3
- Lecture 4
- Seminars
- Seminar week 1
- Seminar week 2
- Seminar week 3
- Seminar week 4
- Articles
- Evidence-Based Management: The Basic Principles - Eric Barends,
Denise M. Rousseau, Rob B. Briner
- Think Critically About the Wisdom of Experts - Andrew A. King
- Is Decision-Based Evidence Making Necessarily Bad? - Peter M. Tingling
and Michael J. Brydon
- Making evidence-based organizational decisions in an uncertain world-
Denise M. Rousseau
- The Double-Edged Sword of Big Data in Organizational and
Management Research: A Review of Opportunities and Risks - Ramon
Wenzel, Niels van Quaquebeke
- Learning from practice: how HR analytics avoids being a management
fad - Thomas Rasmussen, Dave Ulrich
- Implementing Big Data Strategies: A Managerial Perspective - Pooya
Tabesh, Elham Mousavidin, Sona Hasani
,Lectures
Lecture 1
An Introduction to Evidence-Based Management
Nutshell: getting better quality evidence for solutions and problems to address important
business/organizational problems
Part 1: What is evidence-based anything?
Why do evidence-based practice?
- Decisions about are important problems/opportunities and most likely solutions
should be based on the best available evidence
- Evidence means any relevant information/data
- Scientific findings
- Organizational/context data
- Professional expertise
- Stakeholder concerns/perceptions
- All practices always use evidence in their decisions on evidence, but
- Pay limited attention to quality and relevance of the evidence
- Use limited sources and types of evidence
- Are easily pushed off track when trying to make better-informed decisions
- We always use evidence - but that’s not the same as adopting an evidence-based
approach
Part 2: What is evidence-based management?
- It is the
- conscientious (effort, trying hard), explicit (clarity, writing down), judicious
(making judgement of reliability) use of evidence from multiple sources to
increase the likelihood for a favourable outcome by taking a
structured/stepped approach
- About the process
- Not about the certainties but probabilities (X is more likely to work than Y or doing
nothing)
6 Steps in Evidence-Based Management
Used first to identify problem or opportunity and if one identified
Then used to identify possible solution or intervention
1. Asking: translating a practical issue or problem into an answerable question
2. Acquiring: systematically searching for and retrieving the evidence
3. Appraising: critically judging the trustworthiness and relevance of the evidence
4. Aggregating: weighing and pulling together the evidence
5. Applying: incorporating the evidence into the decision-making process
6. Assessing: evaluating the outcome of the decision taken
4 Sources in Evidence-Based Management
1. Scientific literature: empirical studies
2. Organization: internal data
3. Stakeholders: values and concerns
4. Practitioners: professional expertise
, Part 3: How do you do it?
Employee engagement (EE) is more important raising topic in evidence-based management
Can be measured with the Gallup's Q12, 12 items that measure the employee engagement
Element 1: Practitioner's professional expertise
- Identifying the problem
- Have we seen EE problems before? What happened?
- Based on our experience, is the level of EE a problem?
- What do we believe about causes and consequences?
- Identifying the solution (only if EE is a problem)
- Have we seen EE interventions before, and what happened?
- What do we believe about the EE interventions
- Based on our experience, is the level of EE here a problem? What are the
costs and benefits of intervening?
How relevant and applicable and trustworthy is my expertise?
Element 2: Organization Data
How relevant and applicable and trustworthy are our organizational data?
Element 3: Scientific literature
How relevant and applicable and trustworthy are the scientific findings?
Not necessarily better than other sources
Element 4: Stakeholder values and concerns
How relevant and applicable and trustworthy is evidence about stakeholder
concerns?
The basics of evidence-based practices
It is always better to use:
- Some evidence
- A structured/systematic approach of evidence
- Multiple sources of evidence
- Information with awareness of its level of trustworthiness
The huge challenge or paradox of evidence-based management: seems nobody really
disagrees with evidence-based practice in principle, so why isn’t it happening much (or at
all): barriers.
Part 4: Why do we need it? Understanding and overcoming barriers to better-informed
decision-making
What gets in the way of evidence-based practice in general?
- Misconceptions of EBP
- Individual and group cognitive biases
- Fads, fashions & (some) consultancies
- Managers incentivized away from evidence-based practice
- and more…
Barrier 1: General misconceptions
- Practitioners can’t use their experience and expertise - nope
- Lectures
- Lecture 1
- Lecture 2
- Lecture 3
- Lecture 4
- Seminars
- Seminar week 1
- Seminar week 2
- Seminar week 3
- Seminar week 4
- Articles
- Evidence-Based Management: The Basic Principles - Eric Barends,
Denise M. Rousseau, Rob B. Briner
- Think Critically About the Wisdom of Experts - Andrew A. King
- Is Decision-Based Evidence Making Necessarily Bad? - Peter M. Tingling
and Michael J. Brydon
- Making evidence-based organizational decisions in an uncertain world-
Denise M. Rousseau
- The Double-Edged Sword of Big Data in Organizational and
Management Research: A Review of Opportunities and Risks - Ramon
Wenzel, Niels van Quaquebeke
- Learning from practice: how HR analytics avoids being a management
fad - Thomas Rasmussen, Dave Ulrich
- Implementing Big Data Strategies: A Managerial Perspective - Pooya
Tabesh, Elham Mousavidin, Sona Hasani
,Lectures
Lecture 1
An Introduction to Evidence-Based Management
Nutshell: getting better quality evidence for solutions and problems to address important
business/organizational problems
Part 1: What is evidence-based anything?
Why do evidence-based practice?
- Decisions about are important problems/opportunities and most likely solutions
should be based on the best available evidence
- Evidence means any relevant information/data
- Scientific findings
- Organizational/context data
- Professional expertise
- Stakeholder concerns/perceptions
- All practices always use evidence in their decisions on evidence, but
- Pay limited attention to quality and relevance of the evidence
- Use limited sources and types of evidence
- Are easily pushed off track when trying to make better-informed decisions
- We always use evidence - but that’s not the same as adopting an evidence-based
approach
Part 2: What is evidence-based management?
- It is the
- conscientious (effort, trying hard), explicit (clarity, writing down), judicious
(making judgement of reliability) use of evidence from multiple sources to
increase the likelihood for a favourable outcome by taking a
structured/stepped approach
- About the process
- Not about the certainties but probabilities (X is more likely to work than Y or doing
nothing)
6 Steps in Evidence-Based Management
Used first to identify problem or opportunity and if one identified
Then used to identify possible solution or intervention
1. Asking: translating a practical issue or problem into an answerable question
2. Acquiring: systematically searching for and retrieving the evidence
3. Appraising: critically judging the trustworthiness and relevance of the evidence
4. Aggregating: weighing and pulling together the evidence
5. Applying: incorporating the evidence into the decision-making process
6. Assessing: evaluating the outcome of the decision taken
4 Sources in Evidence-Based Management
1. Scientific literature: empirical studies
2. Organization: internal data
3. Stakeholders: values and concerns
4. Practitioners: professional expertise
, Part 3: How do you do it?
Employee engagement (EE) is more important raising topic in evidence-based management
Can be measured with the Gallup's Q12, 12 items that measure the employee engagement
Element 1: Practitioner's professional expertise
- Identifying the problem
- Have we seen EE problems before? What happened?
- Based on our experience, is the level of EE a problem?
- What do we believe about causes and consequences?
- Identifying the solution (only if EE is a problem)
- Have we seen EE interventions before, and what happened?
- What do we believe about the EE interventions
- Based on our experience, is the level of EE here a problem? What are the
costs and benefits of intervening?
How relevant and applicable and trustworthy is my expertise?
Element 2: Organization Data
How relevant and applicable and trustworthy are our organizational data?
Element 3: Scientific literature
How relevant and applicable and trustworthy are the scientific findings?
Not necessarily better than other sources
Element 4: Stakeholder values and concerns
How relevant and applicable and trustworthy is evidence about stakeholder
concerns?
The basics of evidence-based practices
It is always better to use:
- Some evidence
- A structured/systematic approach of evidence
- Multiple sources of evidence
- Information with awareness of its level of trustworthiness
The huge challenge or paradox of evidence-based management: seems nobody really
disagrees with evidence-based practice in principle, so why isn’t it happening much (or at
all): barriers.
Part 4: Why do we need it? Understanding and overcoming barriers to better-informed
decision-making
What gets in the way of evidence-based practice in general?
- Misconceptions of EBP
- Individual and group cognitive biases
- Fads, fashions & (some) consultancies
- Managers incentivized away from evidence-based practice
- and more…
Barrier 1: General misconceptions
- Practitioners can’t use their experience and expertise - nope
