The core concept is that choices supported by tough realities and sound analysis are most likely to be much better than choices made on the basis of impulse, folklore or casual anecdotal evidence. Research study by the authors recommends that evidence is not as regular an input to a decision procedure as supervisors like to believe.
The authors resolve 3 crucial concerns: Why does decision-based evidence making take place in companies? To assist address those concerns, the authors describe how decision making is influenced by the contexts in which issues are provided- and how those contexts can require various methods of utilizing evidence, depending on whether the evidence is being utilized to make, support a decision or notify.
PUBLICATION DATE: July 01, 2010 PRODUCT #: SMR361-PDF-ENG
This is just an excerpt. This case is about LEADERSHIP & MANAGING PEOPLE
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