Does Team-Building work? Does leadership development training work? Does employee participation prevent resistance to change?
Evidence-based is a term initially coined in the 90s in the field of medicine, but today its principles extend to disciplines such as education, criminology, public policies, social work and (recently) management.
The assumption of Evidence-Based Management (EBM) is that managerial decisions should always rely on two factors: (1) finding the best “evidence” available to support a conclusion and (2) critical thinking.
By “evidence” we mean any information, fact or data that support a hypothesis. The evidence can come from scientific research, from the organisation in which the manager operates, or even from personal-professional experiences.
“Critical thinking” means the ability to assess the degree of certainty, generalisation and appropriateness of the evidence in support of a decision.
Some managers neither know where to find information to support their choices, nor they know how to make a critical assessment of the quality of the evidence gathered. Furthermore, managers often do not even have trained staff available to do it on behalf of them.
Consequently, it happens that a decision is made using “irrational” or biased thinking (heuristics) or by resort to “best practices” (success stories or anecdotes) rather than rely on rationality and scientific evidence.
EBM seeks to address this difficulty by helping managers, or the individuals acting on their behalf, to research and critically evaluate the validity, generalizability and applicability of the evidence available.
In recent decades, a great deal of scientific research has been conducted that has involved practical management issues. Topics include, by way of example: employee motivation, goal setting, performance, organisational change management, leadership, staff selection, wellbeing and stress management, enhancement of strength, employee evaluation, learning.
There is a tremendous amount of evidence available, nowadays.
This course aims to provide the basis for Evidence-Based Management and Critical Thinking to the managers or their collaborators.
HR Managers, Managers or their collaborators who wish to learn the basics of Evidence-Based Management.
Basics of psychology and neuroscience of decision making and persuasion
The biases (systematic errors) of human mind
The source of information
The EBM 6A’s approach