In recent years, much has been written about the evidence-based and evidence-based decision-making. The basic idea is that the solutions are supported by hard facts and sound analysis are likely to be better than decisions based on instinct, folklore or informal anecdotal evidence. Many organizations have invested heavily in infrastructure, data processing and analysis tools based on the assumption that the best evidence-based solutions will follow from these investments. But research by the authors show that the evidence is not so often contribute to the decision making process, as managers like to think. Instead, what happens is a decision based on the evidence does, sometimes even without management realizing that this is happening. The authors address three key questions: why the decision based on the evidence-making takes place in the organization? Is the decision based on the evidence required to make a bad thing? And, if the decision is based on the decisions of evidence inevitable in an organization that can be done to reduce its negative effects? To answer these questions, the authors explain how the decision-making depends on the context in which the problems are and how these contexts may require different methods of use of evidence, depending on the evidence used to inform and support the decision. "Hide
by Peter Tingling Source: MIT Sloan Management Review 8 pages. Publication Date: July 1, 2010. Prod. #: SMR361-PDF-ENG
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