Description
Book SynopsisEric Barends is Managing Director of the Center for Evidence-Based Management and advises management teams and boards of directors on evidence-based management and decision-making. He is also a visiting lecturer at New York University, Australian National University and VU University Amsterdam.
Denise M Rousseau is the H J Heinz II University Professor of Organizational Behavior and Public Policy at Carnegie Mellon University's Heinz College and Tepper School of Business. She was formerly the President of the Academy of Management and is an adviser to numerous social enterprises, professional associations, and governmental and for-profit organizations.
Trade Review"
Evidence-Based Management is another way of saying 'we deal in facts, in reality'. The differentiating factor in Google's people strategy was that we relied on evidence-based management to separate what we 'hoped would be true' from reality. This superb book gives you the tools to build your own roadmap to excellence." * Laszlo Bock, CEO of Humu and former SVP of People Operations at Google/Alphabet *
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Evidence-Based Management seeks to improve the decision making lessons taught in our business schools as well as the decision frameworks business managers and leaders use routinely. If Enron's board, its risk management department, its accounting, finance and legal teams had adopted the principles and practices described in this book, Enron would be alive and well today." * Sherron Watkins, Enron Whistleblower, Time Person of the Year 2002 *
"As we leave the age of intuition and enter the era of evidence, leaders need a guide for data-driven decision-making. This book is that guide: an accessible, immediately actionable manual from some of the great pioneers of evidence-based management." * Adam Grant, New York Times bestselling author of Give and Take, Originals, and Option B with Sheryl Sandberg *
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Evidence-Based Management addresses a vital need. By lucidly conveying the perspectives of both researchers and practitioners, it should help each community to do its job, protect each from simplistic accounts of one another's work, and facilitate collaboration between them." * Baruch Fischhoff, Howard Heinz University Professor, Department of Engineering and Public Policy and Institute for Politics and Strategy, Carnegie Mellon University *
Table of Contents
- Chapter - 01: Evidence-based management: the basic principles (with Rob Briner);
- Chapter - 02: ASK: Critical questions about assumed problems and preferred solutions;
- Section - PART ONE: Evidence from practitioners;
- Chapter - 03: ACQUIRE: Evidence from practitioners;
- Chapter - 04: APPRAISE: Evidence from practitioners;
- Section - PART TWO: Evidence from the scientific literature;
- Chapter - 05: A short introduction to science (with Rob Briner);
- Chapter - 06: ACQUIRE: Evidence from the scientific literature;
- Chapter - 07: APPRAISE: Evidence from the scientific literature (with Rob Briner);
- Section - PART THREE: Evidence from the organization;
- Chapter - 08: ACQUIRE: Evidence from the organization (with Martin Walker);
- Chapter - 09: APPRAISE: Evidence from the organization (with Martin Walker);
- Section - PART FOUR: Evidence from stakeholders;
- Chapter - 10: ACQUIRE: Evidence from stakeholders;
- Chapter - 11 APPRAISE: Evidence from stakeholders;
- Chapter - 12: AGGREGATE: Weighing and pulling together the evidence;
- Chapter - 13: APPLY: Incorporating the evidence into the decision-making process (with Alessandra Capezio);
- Chapter - 14: ASSESS: Evaluate the outcome of the decision taken;
- Chapter - 15: Building the capacity for evidence-based management;
- Chapter - 16: Guidelines for critically appraised topics;
