循证管理（EBM）使管理更加有效与可靠.pdfVIP

Evidence-Based Management (EBM) Based on the article by Jeffrey Pfeffer and Robert I. Sutton in Harvard Business Review, Jan.2006, p.63-74. Contents 1. Introduction • What makes it hard to be evidence-Based Management (EBM)? 2. What Passes For Wisdom • Ca benchmarking produce evidence? 3. Should We Adopt Forced Ranking? 4. Becoming an Organization of Evidence-Based Management 5. Will It Make A Difference? 1. INTRODUCTION Executives often implement discredited nostrums, partial remedies or untested management miracles – strategic snake oil - in their organizations At the same time, the facts about what works are out there So why don’t they use them? Medical Establishment • In the last decade accepted that decisions in medical care should be based on the latest and best knowledge of what actually works • “Evidence-based medicine” is the conscientious, explicit judicious use of current best evidence in making decisions about the care of individual patients • Hitherto physicians did not use much of the research which was out there – only about 15% of their decisions were evidence based • They rely instead on obsolete knowledge gained in school, long-standing but never proven traditions, patterns gleaned from experience, the methods they believe in and are most skilled in applying and information from vendors with services products to sell Organizations Ills • Managers have similar behaviours • They are much more ignorant than doctors about which prescriptions are reliable and are less eager to find out • If doctors practice medicine like many organizations practice management, there will be more dead pa