In this blog, I going to be writing about the process of getting ready to teach two courses in different parts of my university, each course entitled “Evidence-Based Management.” One course is in Carnegie Mellon’s business school (Tepper) and the other in our public policy, management, and information college (Heinz).
I’ve piloted course materials at Tepper twice before. Now I want to revamp the Tepper b-school class based on what I have learned. And, I want to create a comparable but not identical course targeted to the Heinz public policy students who have more social science preparation than the typical business student.
Continue reading Getting Ready to Teach an Ebmgt Class
Should Sally slowly build her case for evidence-based management or does she need to take a more aggressive approach?
This is a cross post from an earlier contribution to the Harvard Business Review blog in March 2010, in anticipation of a fictional case study on evidence-based management in health care, with expert commentaries.
Sally Randolph rose from her swivel chair and walked over to the Norman Rockwell print hanging on her wall. A remnant from the days when she and Mark Wiley worked together as resident physicians, it showed a concerned young girl holding up her doll to a white-haired doctor, who was kindly “listening” to its heart. She loved this image and what it stood for: medicine focused on people. Mark had caught a glimpse of the print in her locker, and back then he had liked it. She wondered what he’d think of it now. They both still worked at American Medical Center, a $2 billion institution with one thousand beds and a $2 billion budget, but Mark was now CEO and Sally chief medical officer. The image of the e-mail he’d just sent— marked urgent with a red exclamation point and the subject line “Evidence-Based-Management Seminar Canceled” — blurred her vision. Apparently the focus for Mark had shifted to profits.
Continue reading What more evidence do you need?
We now have course material from the post graduate course on evidence-based management available for you to use in your own classrooms or at work. The course has been designed by Eric Barends from the Vrije Universiteit van Amsterdam. To download the course material, please [...]
Yesterday the first PDW (Professional Development Workshop) on Evidence-Based Management as a new way to teaching the practice of management was held at the annual Academy of Management. Judging from the amount of people who showed up (almost 50) and the novelty of the topic, we think it was a huge success. In the audience we [...]
Check out the six basic steps to practicing EBMgt. [...]
The airspace had just been closed over London Heatrow, due to the eruption of the vulcano under the Eyjafjallajökull glacier. This didn’t prevent me from meeting up with professor Briner. He is one of the founding fathers of the evidence-based management movement. We caught up at Borough Market in Londen. Among other things, he explains the second wave of evidence-based management movemenent. Continue reading Interview with Rob Briner
We may think we know what goes down well in the workplace. The trouble is there’s very little proof that it works. It is hard to argue with the suggestion that happy workers are more productive or that cutting stress at work will reduce absenteeism. And any job candidate who told an employer he couldn’t do his best work in a team would be unlikely to make the shortlist.
After all, employee engagement, stress reduction and the power of teamwork seem such good sense that few people stop to think further. There is only one problem. There is little or no evidence to back up any of these ideas. Continue reading Show me the evidence….
Last year, I had pleasant email exchanges with Dennis Tourish (University of Kent) and Mark Learmonth (University of Nottingham). Dennis will join in the EBM debate later and Mark still defends his arguments against the emerging evidence based management movement. He also sent me a few articles. Since he published his short paper in ORGANIZATION, he [...]
In my exploratory search for the state of the art of the evidence based management movement, I stumbled on this short paper by dr. Mark Learmonth, Associate Professor in Organization Theory at the University of Nottingham. This is a must read for all the evidence based management enthusiasts. Maybe not always what you want to hear or read, but definitely food for thought on the freedom of conducting research and the politics which are involved in securing research grants and the pursuit of a academic career. Although, criticizing the EBM proponents by challenging their intellectual credibility does not make his case stronger.
Continue reading Food for thought: Mark Learmonth’s view on evidence-based management
In October 2009, I got in touch with Denise Rousseau, professor of Organizational Behaviour the Carnegie Mellon University and one of the figureheads of the emerging ‘Evidence Based Management’ school of thought. She was visiting colleagues in Ireland, but took the time to answer a few of my questions. Jeffrey Pfeffer also replied, but was swamped in his work and preparing to leave the country for an extensive trip abroad. He’ll probably give his point of view later. Bob Sutton hasn’t been in touch yet. Recently I got in touch with another leading thinker in this field. His name is Rob Briner, professor of Organizational Psychology from Birkbeck College, University of London, who already collaborates with Denise on the Evidence Based Management Collaborative. But, back to Denise.
Continue reading Denise Rousseau’s take on evidence-based management
In this blog, I going to be writing about the process of getting ready to teach two courses in different parts of my university, each course entitled “Evidence-Based Management.” One course is in Carnegie Mellon’s business school (Tepper) and the other in our public policy, management, and information college (Heinz).
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