Evidence based management: What is it?

1. Evidence based management: What is it?

2. Evidence? outcome of scientific research, organizational facts & data, benchmarking, best practices, collective experience, personal experience, intuition

3. All managers base their decisions on ‘evidence’

4. However ...

5. Many managers pay little or no attention to the quality of the evidence they base their decisions on

6. Trust me, 20 years of management experience

7. SO ...

8. Teach managers how to critically evaluate the validity, and generalizability of the evidence and help them find ‘the best available’ evidence

9. Evidence-based decision

10. It’s a career, not a course. EBP is a means to improve decision quality.

11. Evidence-based practice: • Focuses on the decision making process • Thinks in terms of probability (instead of golden bullets).

12. Evidence-based managers are Multidisciplinary: Incorporate and aggregate information from different sources (regardless of their origin) Adaptable: Update (or change) their decision when newer or better information becomes available Self-critical: Acknowledge the limitations of their abilities and are cautious not to be overconfident Cautious: Express their predictions in probabilistic terms and consider multiple options. Empirical: Rely more on observation than theory

13. The 5 steps of EBP • Formulate a focused question (Ask) • Search for the best available evidence (Acquire) • Critically appraise the evidence (Appraise) • Integrate the evidence with your professional expertise and apply (Apply) • Monitor the outcome (Assess)

14. Intuition or evidence-based decision?

15. 1. Use of Scientific Findings ChesleySullenberger, USAIR pilot, has been a visiting scholar at UC Berkeley’s Collaborative for Catastrophic Risk Management since 2007 Does research on how to make decisions to maintain safety despite technological complexity and crisis conditions

16. 2. Reliance on Reliable and Valid Organizational Facts Has written and analyzed aviation accident reports for over 20 years

17. 3. Mindful Decision Making & Decision Awareness Used Decision Aids to Support Good Decision: As Sully considered what decision to make that day, he had his copilot review and follow all checklists on board relevant to crash landings Formal Education to Prime His Skills: Sully is a graduate of the U.S. Air Force Academy and holds masters degrees from both Purdue University in Industrial Psychology and the University of Northern Colorado in Public Administration

18. 4. Ethics and Responsibility to Stakeholders The last person to leave the plane, ChesleySullenberger twice walked the plane’s aisle to check all passengers were off Sully’s last act onboard was to grab the passenger list. Used on-shore to verify rescue of all passengers and crew

19. In Sullenberger’s Own Words… “One way of looking at this might be that for 42 years, I've been making small, regular deposits in this bank of experience, education and training. And on January 15, the balance was sufficient so that I could make a very large withdrawal.”

20. Five Good EBP Habits Get Evidence into the Conversation Use Relevant Scientific Evidence Use Reliable and Valid Business Facts Become “Decision Aware” and Use Appropriate Processes Reflect on Decision’s Ethical and Stakeholder Implications

21. Five Good EBP Teaching Habits Set learning goals (2-5) Pre-test: where does learner stand on learning goal before course? Build opportunities for practicing those learnings throughout course (curriculum) Post-test: Measure progress on each learning goal and provide feedback Feedback & Redesign: Use feedback to make course more effective over time