Summary Minor leading people, teams, and organizations
Session 1: Course Introduction
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Course
Session 1 to 8
Institution
Erasmus Universiteit Rotterdam (EUR)
- Pfeffer, J., & Sutton, R. I. (2006). Evidence-based management. Harvard Business Review, January 2006. Retrieved from https://hbr.org/2006/01/evidence-based-management (Links to an external site.)Links to an external site. (Links to an external site.)
- Adler, G. (1995). The case of the flound...
Minor Leading People, Teams, And Organisations For Excellence
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Session 1: Course introduction
Pfeller
Focus:
- Evidence based management/approach
Key words:
- Rank and yank approach: when employers fire employees that fall below a certain
ballpark
- Organizational culture: the shared values/norms, expectations, and practice of a
team
- Benchmarking: when you compare your performance against a competitor in the
same field
- Obsolete knowledge: which is knowledge that has become outdated due to new and
more relevant knowledge.
Evidence based management is an approach in which decisions are made based on the
latest, most knowledgeable, and supported evidence of what works.
- Systematically demanding evidence, critically examining the knowledge, embracing
what you don’t know
Things that are considered as evidence are:
- Facts and figures
- Personal experience and reflection
- Research findings
- Benchmarking
The challenges with EBM:
- Too much information: there are many journals, articles, book written regarding
management & business however the issues is they are not integrated in a way that
makes them memorable or accessible.
- Weak evidence: not only is there too much information, but there is also not enough
support to say that one solution is generalizable/effective elsewhere. Because business
differ is sizes, forms age etc.
- Neglecting to seek out new evidence: some managers have a dogmatic mindset
and therefore rely on what they already know and on obsolete knowledge.
- Specialist skills: when managers/clinicals make decisions that capitalize on their
strengths, so they end up using strategies/treatments in which they are most
experienced in when there could be better ones.
To become a company of evidence-based managers:
- By putting aside conventional wisdom: managers need show/have a willingness to
seek out new information that could help provided more superior solutions
- By treating the company as an unfinished prototype: this is by consciously
provided training, and work practices and teaching staff how to critically analyze
information,
- By asking for evidence: when managers make it a habit to ask their staff for
evidence when an idea is proposed it is more likely that there will be a snowball effect
on the team, and they too will start critically analyzing information. à the attitude of
wisdom
- By encouraging inquiring and observation
Extra:
Rank and yank approach:
Pros:
- Extrinsic motivation e.g., bonuses
- Identify underperformersà good for accurately reporting employee’s performance
- Establishes a standard for all employees
Cons:
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