Niklas Luhmann, one of the most influential sociologists of the 20th century and father of social systems theory, once stated that organizations are made of decisions (Luhmann 2000). He even went further and argued that every decision taken builds on past decisions which accumulate to an organization’s future. On a more practical level, making the right decision can be a matter of life and death in high-risk environments such as aviation, medicine, or the military. In business, management and organizations, decision-making quality is a key determinant of good performance. We will take a look at the state of decision-making in the business sector and how Evidence-based Management can help managers, professionals and other stakeholders to improve decision-making quality.
In two sessions, we interviewed Eric Barends, the Managing Director of the Center for Evidence-Based Management (CEBMa). Eric is based in Amsterdam (the Netherlands) and advises management teams and boards of companies and non-profit organizations on evidence-based management and development. In this first session Eric discusses the foundation of evidence-based management and its benefits in business.
As you continue to develop your evidence-based management skills, learning to evaluate research for its quality and applicability to your own management practice is paramount. While peer-reviewed, empirical research is generally of a much higher quality than other published information found from other sources, not all journal articles are created equally.
To be an effective and analytical consumer of the literature on evidence-based management strategies, some familiarity and comfort with statistics is necessary. This CQ Dossiers introduces those principles for management practitioners.
In this CQ Dossier, the foundation of understanding science and reading scientific papers for management practitioners will be discussed: knowledge of how to prove cause & effect, basic statistical awareness, and an understanding of science as tentative and self-correcting.
This CQ-Dossier provides an introduction in science-based and evidence-based management and how professionals and managers can implement it. Questions such as how to find, read, evaluate and interpret scientific evidence are addressed. In addition, the limits of scientific evidence are discussed.
High-quality decision-making matters. Evidence-based Management is an easy to apply approach that helps management practitioners to make better decisions. I got the chance to talk to Michael Vodianoi from ScienceforWork and Northmark Talent about the benefits of an Evidence-based Management approach in Human Resource practice. In our discussion Michael provides valuable insights about the principles underlying evidence-based HR, its practical benefits and how it can be applied in daily business.
The social sciences are, by design, intended to provide grounded, meaningful information and recommendations for various aspects of human life – from education, to criminal justice, to management, and many more. Yet for many years, social science research has yielded findings that are very limited in their relevance and applicability (Bornman, 2013). Small experimental studies and surveys, typically conducted on college students, cannot consistently tell us meaningful things about how people in the world-at-large think, behave, and feel. Furthermore, highly theoretical work that is conducted in a laboratory may not provide useful conclusions that extend to the office.
Recently, there has been a trend among top-performing companies to reinvent their performance management systems. Organizations are discarding the traditional practice of evaluation through a system of training, promotion, and reward to a nimble system that works in the present moment (Buckingham & Goodall, 2015). These new systems focus on assessing future performance or potential rather than a focus on the past. This blog post will describe the latest innovations in performance management and their viability.