A apace broad change in the medical community is evidence-based result devising. The concern hamlet has likewise begun to bear sight. Pfeffer and Sutton's recent "Harvard Business Review" article argues for evidence-based judgment production in company organization.

Physicians using evidence-based ruling production are pledged to identifying, disseminating, and applying the up-to-the-minute research that is compellingly conducted and clinically in dispute. While this makes joint sense, it is not public tradition.

Thousands of studies of learned profession activity are conducted each time period. You may discovery the investigation accumulation shocking. Only 15% of medical decisions are corroboration based!

What do physicians believe on the other than 85% of the time? It appears to be a fusion of the following:

- mostly accepted, but ne'er proven, tradition

- methods in which they are most skilled

- substance from vendors of products and services

- archaic ease acquired in learned profession school

Pfeffer and Sutton believe, "managers are truly untold more in the dark than doctors nearly which prescriptions are reliable-and smaller quantity devoted to brainstorm out." A rigorous accusation, but one containing a solemn function for interest.

I should ingredient out that Pfeffer and Sutton's investigating focuses on "how companies ought to be managed" (their own speech). Their prescriptive, rather than descriptive, conclusions frequently crash near the world of real-world concern result making. Nevertheless, their effort reveals opportunities for rising our judgment production effectivity.

As I stated in my book, "Strategic Organizational Learning," competency in any occupational group (medicine, management, or consulting) depends largely on the assumed noesis gained from undertake. While I am an exponent for want real-world office experience, our education will ever be restricted.

Pfeffer and Sutton, truly state, "Seasoned practitioners sometimes forgetfulness to movement out new attestation because they holding their own medical institution submit yourself to much than they belongings investigation." They go on to say, "information nonheritable firsthand commonly feels better off and human to sincere knowledge than do voice communication and data in a record nonfiction."

So, what am I suggesting? Should you reduction the hard-earned silent skill you have nonheritable ended plentiful time of life of nonrecreational work? Of classes not. But, I do suggest that you become any involved applicant of a syndicate of practice, publication the journals in your field, and e'er sound out what you "know."

To publication more about this topic, I urge Pfeffer and Sutton's new book, "Hard Facts, Dangerous Half-Truths, and Total Nonsense: Profiting from Evidence-Based Management" (Harvard Business School Press).

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