We anticipate it will generate discussion at state association meetings and on ICMAs electronic discussion forum, as well as be reflected in the professional development activities of managers as they achieve and maintain their status as ICMA Credentialed Managers. Good book.

Executives routinely dose their organizations with strategic snake oil: discredited nostrums, partial remedies, or untested management miracle cures.

And provide resources for the continuing professional education of managers.

Systems that give the bulk of rewards to star employees have also been thoroughly hyped in business publications—for instance, in the McKinsey-authored book The War for Talent.

Finally, there is the problem of uncritical emulation and its business equivalent: casual benchmarking.

This book represents our best diagnosis of the causes of the knowing-doing gap and how to overcome the frequently-observed difficulty in turning knowledge into action. This is especially dangerous because some theories can become self-fulfilling—that is, we sometimes perpetuate our pet theories with our own actions. The use and defense of stock options as a compensation strategy seems to be a case of cherished belief trumping evidence, to the detriment of organizations.

Evidence abounds to help us make the right choices. Firms must change or die. Jeffrey Pfeffer Robert I. Sutton "Instead of being interested in what is new, we ought to be interested in what is —Pfeifer's Law "If you think that you have a new idea, you are wrong. It was with this in mind that I bought Hard Facts, Dangerous Half-Truths and Total Nonsense. “The Internet economy is not simply an evolution in technology—it’s a revolution. Wharton’s John Paul MacDuffie has combined quantitative studies of every automobile plant in the world with in-depth case studies to understand why some plants are more effective than others.

But it’s also crucial to appreciate that evidence-based management, like evidence-based medicine, entails a distinct mind-set that clashes with the way many managers and companies operate. That got me to thinking that organizations “knew” a lot but often didn’t put their knowledge into action—there was a gap between knowing what to do and actually implementing that knowledge. Reviewed in the United Kingdom on June 19, 2016. Parse the logic behind evidence presented to you, looking for faulty cause-and-effect reasoning. You expose the dangerous half-truths that mar much conventional business wisdom. To avoid this scenario, start an evidenced-based management movement in your company: Every time someone proposes a change, ask for evidence of its efficacy. If taken seriously, evidence-based management can change how every manager thinks and acts. Why don’t organizations do more of what they already know they should do? The smart people at Bain know this correlation doesn’t prove that their advice transformed clients into top performers. And also my favourite.

To get the free app, enter your mobile phone number. Please try again. This means that senior leaders—often venerated for their wisdom and decisiveness—may lose some stature as their intuitions are replaced, at least at times, by judgments based on data available to virtually any educated person. Confidence thus becomes self-fulfilling, setting in motion behaviors that in fact make things better, whereby the leaders’ confidence is justified.

If doctors practiced medicine like many companies practice management, there would be more unnecessarily sick or dead patients and many more doctors in jail or suffering other penalties for malpractice. We work hard to protect your security and privacy. Bring your club to Amazon Book Clubs, start a new book club and invite your friends to join, or find a club that’s right for you for free. My my!

You follow the business press, buy business books, hire consultants, and attend seminars featuring business experts. It offered customers in an experimental group just $60 worth of free chips. Many impressive aspects of DaVita’s operations have contributed to the company’s success, as evidenced by the 50% decrease in voluntary turnover, best-in-industry quality of patient care, and exceptional financial results.

Admittedly, in some ways, the challenge is greater here than in medicine. Now…will we take action?”

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Loveman joked to us that there are three ways to get fired at Harrah’s these days: steal, harass women, or institute a program without first running an experiment.

Jeffrey Pfeffer and Robert Sutton, well-known authors and teachers, identify the causes of the knowing-doing gap and explain how to close it. If doctors practiced medicine like many companies practice management, there would be more unnecessarily sick or dead patients and many more doctors in jail or suffering other penalties for malpractice.

Similarly, CEO Meg Whitman attributes much of eBay’s success to the fact that management spends less time on strategic analysis and more time trying and tweaking things that seem like they might work. The aim of the authors is to encourage us to research for ourselves what the best course of action for our particular group should be and to make small tests to see how well it fits in with our current culture. Encourage use of inquiry and observation to gather evidence about causes and potential cures for business problems. To ensure that the company has the information necessary to assess its operations, the senior management team and DaVita’s chief technical officer, Harlan Cleaver, have been relentless in building and installing systems that help leaders at all levels understand how well they are doing. That way, managers won’t become disenchanted or, worse, abandon a valuable program or practice when known setbacks occur.

…, Volume/issue:

May 04, 2006 Pfeffer and Sutton on Leadership The May issue of Stanford Business excerpts the recently-published Hard Facts, Dangerous Half-Truths and Total Nonsense: Profiting from Evidence-Based Management , by Jeff Pfeffer and Robert Sutton.

Variables that are important in determining the success or otherwise of TQM approaches are then discussed, before the article moves to discuss how TQM has been extended from its original context within the private, manufacturing sector, into the public sector as a method to improve the delivery of services. There was an error retrieving your Wish Lists. There is an enormous problem with research that relies on recollection by the parties involved in a project, as so much management research does when it seeks out keys to subsequent success. Leaders often have the most positive impact when they help build systems where the actions of a few powerful and magnificently skilled people matter least. The same things are surely critical to evidence-based management. A former student of ours who worked at Netscape recalled a sentiment he’d once heard from James Barksdale back when he was CEO: “If the decision is going to be made by the facts, then everyone’s facts, as long as they are relevant, are equal. .

Bottom Line Medicine: A Layman's Guide to Evidence-Based Medicine By Richard K. Stanzak Algora, 2006 Read preview Overview Teaching Evidence-Based Practice in Nursing: A Guide for Academic and Clinical Settings By Rona F. Levin; Harriet R. Feldman Springer, 2006 Sir Isaac Newton is often credited as saying, “If I have seen farther, it is by standing on the shoulders of giants.” But peddlers of management ideas find they win more speaking engagements and lucrative book contracts if they ignore antecedents and represent insights as being wholly original.

& Sutton, R.I. (2006) 'Evidence-based management', Harvard business review, vol.

This doesn’t mean companies shouldn’t implement things like Six Sigma or Balanced Scorecards, just that they should recognize the hazards. This article presents a detailed review of the literature relating to quality management and the various models that have been developed over the past decades for use in improving service quality.

Yahoo is especially systematic about treating its home page as an unfinished prototype. More importantly, we hope it will challenge you, your department heads, and team leaders to use "best evidence"--that is, measures of actual performance and actual results combined with the application of sound logic--to achieve the "piercing clarity of mission" that Jim Collins told the audience at last year's ICMA conference was key in moving organizations from "Good to Great. We aren’t there yet, but we are getting closer. Seeking to emulate Southwest’s legendary quick turnarounds and enhanced productivity, Shuttle by United increased the frequency of its flights and reduced the scheduled time planes would be on the ground. Thiry joined DaVita in October 1999, when the company was in default on its bank loans, could barely meet payroll, and was close to bankruptcy.

As with medicine, management is and will likely always be a craft that can be learned only through practice and experience. Southwest wound up with an even higher market share in California after United had launched its new service. After viewing product detail pages, look here to find an easy way to navigate back to pages you are interested in. Poor-quality decisions that waste time and money (at best) and risk your company’s future (at worst).

And you make smart decisions on the most pressing issues facing your company.

We do wonder, however, why the company has a table on its Web site’s home page that brags, “Our clients outperform the market 4 to 1” (the claim was “3 to 1” a few years back).

The Shuttle is now shuttered.

It’s a talent management approach in which the performance levels of individuals are plotted along a bell curve. 3. T.J. Rodgers, chief executive of Cypress Semiconductor, typifies this mind-set.

The so-called knowledge advantage doesn’t exist—even though companies pour billions of dollars into training programs, consultants, and executive education.

Consider a quick example. If we expect people to be untrustworthy, for example, we will closely monitor their behavior, which makes it impossible to develop trust. The answer, “No, of course not.”. This all suggests that avoiding bad leaders may be a crucial goal, perhaps more important than getting great leaders. Introduction: This past January, the local government managers who constitute the leadership committee of the ICMA Center for Performance Measurement (CPM) met in Peoria, Arizona, to discuss long-term needs and expectations of local government managers in the area of performance management.

Admittedly, in some ways, the challenge is greater here than in medicine (see "What Makes It Hard to Be Evidence Based?" The equivalent should be done in management settings. The flunked kids also consistently come out worse in the end, with lower test scores and higher drop-out rates. Laziness. This book confronts the paradox of companies that know too much and do too little by showing the barriers to turning knowledge into action and how some companies successfully surmount these obstacles. Constraints unseen by outside observers and "cognitive shortcuts" that cause us to view leaders symbolically are among the factors that inflate our view of a leader's real influence.

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