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Hard Facts, Dangerous Half-Truths And Total Nonsense: Profiting From Evidence-Based Management Hardcover – March 1, 2006
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Top Customer Reviews
The authors debunk tens of other well established managerial practices. These practices are often so well established that no one seemed to question them until these two academic types came along. By doing so, they have done a great service to the business community by opening our eyes using the scientific method.
So, why have such practices that seemed to be part of corporate capitalism not work so well? According to the authors' analysis it is because they all foster a winner take all mentality. They reinforce an individual star system. That works well in individual sports like alpine skiing where it is one individual against the clock. The corporate business world is more like a team sport. Soccer comes to mind. One star within an otherwise demoralized team does not stand a chance against a motivated high performance team. In the corporate world it gets even more complicated than that because the team concept extends way beyond the walls of the corporation.Read more ›
The cover asks "Are you making the right decisions" and leaves the reader to wonder if they are. The first 214 pages illustrate through anecdotal evidence, and some limited analysis, that:
- organizations would perform better if leaders applied evidence better
- implementing evidence based management is difficult
- integrating work and rest of life is good (is this really central to the book?)
- wise people are better than intelligent ones and they must be nurtured
- strategy is something senior people aspire to, without fully appreciating how difficult it is to formulate or implement it
- there are advantages to getting change done quickly
- leadership is difficult and bad leadership is dangerous
At times it's difficult to see the coherence of these diverse ideas, maybe they are nothing more than a list of ideas. I agree with most of the ideas, but they're not new nor original. The test of an idea is in the action, so my expectation was that this book would deliver in Part 3 "From Evidence to Action".
Part 3 is a big disappointment.Read more ›
But after reading the book, I can (again) say that it is fantastic. It fully acknowledges 'the other half of management' (the parts where you can not yet rely on proven knowledge).
The authors pose some brilliant questions like: is work fundamentally different from the rest of life and should it be? Do the best organizations have the best people? Do financial incentives drive company performance? Is strategy destiny? Is the reality of organizations nowadays "change or die"? Are great leaders in control of their companies?
Do you think you know the answers to these questions? And if you do, do you know what these answers imply for you actions as a manager? I bet you will learn a lot by reading what Jeffrey Pfeffer and Robert Sutton have to say about these things (like I did).
This book is jammed with intruiging thoughts, packed with practical wisdom and a true inspirational read!
Coert Visser, http://www.m-cc.nl/solutionfocusedchange.htm
Most Recent Customer Reviews
Pfeffer points out that unlike other fields that are based on facts, management practices are based on promises, wishful thinking, and personal experience. Read morePublished 4 months ago by FrankP
This book was on my reading list for graduate school - it was okay, but I haven't referred back to it for any future papers.Published 13 months ago by Tanya
Excellent text... provides a thoughtful analysis and encourages the utilization of evidence-based management. The case studies and examples are abundant-- a must read for managers!Published 17 months ago by Meaghan