Jeffrey Pfeffer and Robert I. Sutton show how companies can bolster performance and trump the competition through evidence-based management, an approach to decision-making and action that is driven by hard facts rather than half-truths or hype. This book guides managers in using this approach to dismantle six widely held—but ultimately flawed—management beliefs in core areas including leadership, strategy, change, talent, financial incentives, and work-life balance. The authors show managers how to find and apply the best practices for their companies, rather than blindly copy what seems to have worked elsewhere.
This practical and candid book challenges leaders to commit to evidence-based management as a way of organizational life—and shows how to finally turn this common sense into common practice.
Table of contents
- Title Page
- Copyright Page
- Table of Contents
Part One - Setting the Stage
- 1 - Why Every Company Needs Evidence-Based Management
- 2 - How to Practice Evidence-Based Management
Part Two - Dangerous Half-Truths About Managing People and Organizations
- 3 - Is Work Fundamentally Different from the Rest of Life and Should It Be?
- 4 - Do the Best Organizations Have the Best People?
5 - Do Financial Incentives Drive Company Performance?
- What Incentives Can Do
- The Growth in Incentive Pay
- Incentives Signal What Is Important, but the Signals May Be Blunt
- Incentives Motivate—Sometimes the Wrong Behavior
- Incentive Systems Do Attract Talent—Often the Wrong Kind
- Variable Pay = Pay Dispersion = Lower Performance
- Guidelines for Using Incentives
- 6 - Strategy Is Destiny?
- 7 - Change or Die?
- 8 - Are Great Leaders in Control of Their Companies?
- Part Three - From Evidence to Action
- About the Authors
- Title: Hard Facts, Dangerous Half-Truths, and Total Nonsense: Profiting from Evidence-based Management
- Release date: March 2006
- Publisher(s): Harvard Business Review Press
- ISBN: 9781591398622
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