Hard Facts, Dangerous Half-Truths And Total Nonsense: Profiting From Evidence-Based Management
Jeffrey Pfeffer, Robert I. Sutton
Language: English
Pages: 288
ISBN: 1591398622
Format: PDF / Kindle (mobi) / ePub
Jeffrey Pfeffer and Robert I. Sutton show how companies can bolster performance and trump the competition through evidence-based management, an approach to decision-making and action that is driven by hard facts rather than half-truths or hype. This book guides managers in using this approach to dismantle six widely held—but ultimately flawed—management beliefs in core areas including leadership, strategy, change, talent, financial incentives, and work-life balance. The authors show managers how to find and apply the best practices for their companies, rather than blindly copy what seems to have worked elsewhere.
This practical and candid book challenges leaders to commit to evidence-based management as a way of organizational life—and shows how to finally turn this common sense into common practice.
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Possible. Consider for instance Business: The Ultimate Resource, an encyclopedic tome that weighs over eight pounds and runs 2,172 oversized pages. Business claims “it will become the ‘operating system’ for any organization or anyone in business.” This claim is faulty because a good operating system fits together in a seamless and logical manner. Unfortunately, this collection of over 150 essays and articles reads like a nearly random collection of disconnected bits of advice. No discernable.
Benefits of Keeping Work Separate from the Rest of Life If your aim is to bolster organizational performance, there are some sound reasons why work should be divorced from the rest of life, people ought to treat each other differently (and often worse) than in other roles, and employees should present modified and muted versions of themselves at work, even if it means masking or lying about their essential natures. Most companies—and increasingly nonprofit and government organizations as.
Piggyback on ordinary friendships . . . We get them to call in some personal chips for work.” Executives in this company realized there are costs to treating work as a separate domain and benefits to weaving the spheres together. We consider some powerful reasons why organizations benefit from creating porous boundaries between work and the rest of life. This approach is especially effective when organizations treat integration as a two-way street, with the aim of making employees’ lives better,.
Near Stanford, and currently stars in a television cooking show called Bay Cafe. We were delighted with the cuisine and service at the Wild Hare and got to know Joey. We asked him how the restaurant produced such a marvelous dining experience. Joey had no formal management or leadership training, but developed an intriguing philosophy after working at 26 different restaurants. He hired primarily for attitude rather than experience, noting, “The right attitude for me is somebody who’s passionate.
Undone. Unfortunately, such exits can be difficult because, once initiatives and programs are started, they take on a life of their own. Many readers will be familiar with the concept of escalating commitment, the idea that once we make a choice, particularly if that choice is both public and consequential, we are reluctant to change. So, for instance, an early study by Barry Staw showed that people who made an initial investment decision and were given feedback that things were not going well.