![]() Once the best available evidence has been identified it must be considered in terms of the organizational context. Integrate the best possible evidence with stakeholder feedback Then, assess it for credibility and summarize your findings. EXAMPLE: Search sources such as Google Scholar and EBSCO using terms such as, “sales training,” “adult learning,” and “drivers of sales performance” to gather evidence-based information. After you have gathered the best available evidence, integrate it to determine the main findings. White papers can also provide evidence-based information. You can gain access to research studies by searching Google Scholar, searching academic research databases such as EBSCO or Lexis Nexis, or even checking out academic journals at a university library. Gather and evaluate the best available evidenceĬentral to EBP is the critical evaluation of information to determine what is the “best available.” Key to finding the best available evidence is searching in the right places. EXAMPLE: How can we train our newly hired sales people so they have the knowledge they need to sell our products? Decisions makers may find it useful to frame the problem in terms of a question that starts with the phrase, “How do I?” or “How do we?” to guide their information search. Problem statements should include information about the population concerned and the outcomes of interest. It is essential that decision makers clearly define and articulate a problem statement as it will guide each of the following steps. The problem should be examined from multiple angles by discussing it with stakeholders and examining existing internal data. Decision makers should gather internal qualitative and quantitative data about the problem so they can clearly define it within the organizational context. Thus, the first step in EBP is to gain a full understanding of the issue at hand. So, how can organizations use EBP to improve the decisions they make regarding their people and their programs? I will explain with a 5-step approach and provide an example at each step.ĭefine and articulate the problem, issue, or questionĪll EBP approaches start with a problem that needs to be solved or a decision that needs to be made. Bottom line - the best available evidence is often not considered, leading to ineffective decisions, poor outcomes, and little understanding of what went wrong. Or, they may make decisions based on what they have done in the past without critically evaluating it for efficacy. They attempt to emulate these practices without determining if they are truly effective. For example, organizational decision makers often take the management practices of other organizations as evidence of what works. Despite this, leaders often fail to fully assess the quality and credibility of information they are using and instead, rely on their personal judgement. For example, they could rely on their knowledge of what other organizations are doing, management blogs, pop management books, or scholarly research articles, all of which vary widely in their trustworthiness for guiding good decisions. To guide these decisions, leaders have access to a seemingly endless amount of information. How can organizations use EBP to improve decision making?įor an organization to thrive, its leaders must make effective decisions regarding its people and programs. EBP is about pushing practitioners to make decisions according to what has been scientifically proven to work. Consequently, organizations unnecessarily spend billions of dollars each year on management practices that are ineffective or even harmful to their reputations, bottom lines, members, and customers. People regularly forget, misremember, and apply their personal biases to vital information, making personal judgment an ineffective and potentially problematic basis for decision making. However, human judgment is extremely susceptible to error and bias. Despite this, management practitioners rarely ground their decisions in them and instead rely on their own personal judgment, preferences, and past experiences. Indeed, thousands of scholarly management articles are published each year revealing which practices are the most effective and will yield the best outcomes. It might seem apparent that practitioners ought to use the best, most credible information they have when making decisions. ![]()
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