![]() Example:Ī manager who has benchmarked top-performing companies’ best practices recommends adopting a particular practice. Parse the logic behind evidence presented to you, looking for faulty cause-and-effect reasoning. Formerly teetering on the edge of bankruptcy, DaVita now lays claim to the best patient care quality in the industry.Įxamine logic. Reports and meetings begin with data on patient health as well as operational efficiency-as measured by metrics such as treatments per day and employee retention. Example:Īt DaVita, an operator of kidney dialysis centers, facility administrators use disciplined measures to evaluate patient care quality and operational efficiency-and to make confident claims about DaVita’s performance. Whenever someone makes a seemingly compelling claim, ask for supporting data. To start an evidenced-based management movement in your firm:ĭemand evidence. And you make smart decisions on the most pressing issues facing your company. You expose the dangerous half-truths that mar much conventional business wisdom. Your reward? You and your colleagues face the hard truths about what works and what doesn’t. And insist that managers stay current in their field-and provide continuing professional education opportunities to help them do. Encourage managers to experiment with new ideas-rewarding those who learn from these efforts, even if an experiment itself fails. Clarify the logic behind that evidence-looking for faulty reasoning. 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. ![]() Result? Poor-quality decisions that waste time and money (at best) and risk your company’s future (at worst). Some of us fall victim to hype about “miracle” management cures, or we adopt other companies’ “best practices” without asking whether they’ll work just as well for our organizations. The bad? Many of us ignore it-relying instead on outdated information or our own experiences to arrive at decisions. The good news? Evidence abounds to help us make the right choices. Managers have tough jobs: Under intense pressure to make decisions with incomplete information, even the best among us make mistakes.
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