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Career Guidance
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Building a Champion Team
Building a Champion Team
Jenni Proctor
Retaining Top Performers[1]
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WAL_RSCH8310_07_B_EN-DL.m4a Hard Facts, Dangerous Half-Truths and Total Nonsense - Profiting from Evidence-Based Management By Jeffrey Pfeffer & Robert I Sutton Harvard Business School Press, 2006 Too many business adages are built on flimsy information. When decisions are based on dubious knowledge, the consequences can be catastrophic. This book by highly respected scholars, Jeffrey Pfeffer and Robert Sutton explains how better evidence can be used in business to generate superior results. Evidence based management enables business leaders to face the hard facts and act on the best evidence. Introduction Business decisions are often based on hope or fear, what others seem to be doing, what senior leaders have done and believe has worked in the past and strong ideologies. Hard facts and strong evidence do not seem to back many decisions. It is time that companies and leaders rooted their decisions in solid evidence to ensure optimal utilization of resources. The authors relate poor decision practices with a number of examples. Then they explain how evidence based management can be used profitably. Poor Decision Practices Poor decision making practices can be seen across organizations. Take benchmarking. The approach to benchmarking seems to be fairly casual, with some rare exceptions. More often than not, companies tend to copy the most obvious, visible and frequently least important practices. The underlying culture or business philosophy of the company against which benchmarking is being done is not given enough importance. Companies tend to repeat what has worked for them in the past. By all means, learning from experience and mastery through practice can be useful. But this kind of an approach can backfire when the new situation is different from the past and the lessons learnt in the past may have been wrong or incomplete in the first place. Managers also tend to be unduly influenced by deeply held ideologies and beliefs. Beliefs rooted in ideology or in cultural values are quite sticky. They resist disconfirming evidence. Evidence based management Evidence based management assumes that using deeper, better logic and employing facts rather than assumptions or guesses leads to better decisions. Such an approach advocates going by hard facts about what works and what does not. Even when companies have little data, there are many things, they can do to rely more on evidence 2 and logic and less on guesswork, fear, belief or hope. For example, qualitative data collected from field trips can be used. Implementing evidence based management requires a mindset change. Facts and evidence are great levelers of hierarchy. Resistance to evidence based management comes when it changes power dynamics, replacing formal authority, reputation and intuition with data. Another problem is that delivering bad news does not win us friends. We like to deliver good news because that is .
WAL_RSCH8310_07_B_EN-DL.m4aHard Facts, Dangerous Half-Tr.docx
WAL_RSCH8310_07_B_EN-DL.m4aHard Facts, Dangerous Half-Tr.docx
celenarouzie
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ROLE OF SUPERVISORS ,RAKESH KUMAR.ppt
ROLE OF SUPERVISORS ,RAKESH KUMAR.ppt
Riham Soliman , MBA
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Presentation Motivation
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Leadership and personality Trait managment
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Strategies for Career Success
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Change Leadership
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Mentoring Presentation For Km Edge
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Career Guidance
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Building a Champion Team
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Retaining Top Performers[1]
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WAL_RSCH8310_07_B_EN-DL.m4aHard Facts, Dangerous Half-Tr.docx
WAL_RSCH8310_07_B_EN-DL.m4aHard Facts, Dangerous Half-Tr.docx
ROLE OF SUPERVISORS ,RAKESH KUMAR.ppt
ROLE OF SUPERVISORS ,RAKESH KUMAR.ppt
All about teamwork
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