Did you make the right decision? Or will you just copy other companies’ strategies that seem to work? Or take action based on a belief you deeply believe in? Do you repeat old practices over and over again, but never seriously think about the factual evidence and logic behind these practices? "The best organizations have the best talents", "monetary reward systems drive corporate performance", "companies will die if they don't change"... These are all familiar maxims, and they also drive the daily activities of enterprises; too many Companies base their business philosophy on these flawed "best practices," and all they provide is superficial, flimsy, "silver bullet" misinformation. If leaders make decisions based on this dubious information or intelligence, they are putting their organizations on the edge of a precipice.
In fact, you don’t need to take this risk. Jeffrey. Jeffrey Pfeffer and Rob. Robert I. Sutton will lead you to a better way: evidence-based management. The medical community has long adopted the methodology of evidence-based medicine to treat diseases. Currently, this highly effective approach has also been extended to the fields of education and public policy. The two authors of this book will guide business managers how to find and use better factual evidence, and tell you why this method can produce extraordinary results.
Through evidence-based management, business leaders will see solid factual evidence and take actions based on these best evidence to win the competition; they will also adopt healthy Use a questioning attitude to examine some daily management theories and measures that are said to be effective. In order to expose the hidden dangers hidden in these concepts, the author of this book dismantles six widely circulated - but all have flaws - half-truths and half-falsities in core management theories, including leadership, strategy, and change. , talents, performance bonuses, the relationship between the workplace and other aspects of life. Jeffrey. Pfeiffer and Rob. Sutton tells us how to identify and apply the most appropriate practical measures to our own business, rather than blindly following measures that may seem feasible in other companies. Guiding principles provided by the author include:
Be aware of the management mantra of “old wine in new bottles.” These management slogans are often designed to appeal to corporate executives seeking novelty.
Apply a healthy skepticism to "big new breakthroughs." Most of the major breakthroughs that are touted are flawed concepts and/or ideas, greedy scams designed by the informants - there is another "magic panacea" that can cure all the ills of the enterprise - the intention is In fact, it is obvious that the purpose is to deceive business managers who have many things to do.
Accept evidence with wisdom. Have enough confidence in yourself to act based on the best knowledge you currently have, but be humble enough to often doubt whether your knowledge is correct, and be confident enough when new—and better—factual evidence is presented. Be sensible enough and willing to face the truth and take corresponding correct measures.
This book frankly challenges business leaders to engage in evidence-based management and turn it into a way of organizational life; this book also teaches business leaders how to apply common sense to Implement it in daily activities.
Jeffrey. Jeffrey Pfeffer is professor of organizational behavior at the Graduate School of Business at Stanford University. Rob. Robert I. Sutton is professor of management science and engineering at Stanford University. They co-authored the book "The Knowing-Doing Gap" (Harvard Business School Press, 2000).