Hard Facts, Dangerous Half-Truths, and Total Nonsense: Profiting from Evidence-based Management
Be the first to ask a question about Hard Facts, Dangerous Half-Truths, and Total Nonsense
In too many businesses, we do things because of tradition or “everyone knows you should.” Not all of those assumptions are correct.
How to recognize the poor decision practices:
1) Casual Benchmarking. A few case studies are cited, often by those that have already drawn conclusions.
2) Doing what seems to have worked in the past. Why did it work? Sure it was the reason for success?
3) Following deeply held but unexamined ideologies. High rol ...more
While I respect the advice of a senior director who suggested it to me years ago, after months of making various casual and semi-serious attempts at digging into this, I give up! I perused through some of it, read a few chapters, and was mostly unable to fully appreciate the philosophies outlined in "Hard Facts, Dangerous Half- ...more
Then it slowly devolves into your standard blah blah business text where the points are so vague, or contradictory, as to make the book not that worthwhile.
But the essentially point is good. If you want to know if something is working, test it.
There was enough in here to keep me reading to the end, but I couldn't wait to get there. ...more
There is nothing wrong with learning from others’ experience—vicarious learning, as contrasted with direct experience
it is a lot cheaper and easier to learn from the mistakes, setbacks, and successes
When U.S. automobile companies decided to embrace total quality management and emulate Toyota, the world leader in automobile manufacturing, many copied its factory-floor practices. They installed pullcords that stopped the assembly line if defects were noticed, just ...more
Unfortunately, he's a little long-winded. Also the book was published in ...more
If you had my contentious little soul, you too would like to pick up a book titled "Hard Facts, Dangerous Half-Truths & Total Nonsense", and see if it does indeed live up to the promise of its title.
Written by Stanford Professors, Robert Sutton and Jeffery Pfeffer, this book first came to my attention through an article in The Economic Times back in December 2005. I'd even blogged it on Core77. So when I had the unexpected good luck to have Prof Sutton email me asking me if I'd like to take a l...more
it covers areas like:
- work-life integration
- selecting talent
- structuring rewards
- how much to emphasize strategy
- managing change
My personal take-aways from this book:
1. It's very important to encourage people to deliver bad news because it helps to spot problems earlier and fix them faster which results in making less dama ...more
Performance management. Recruiting. Leadership. All of what we typically do simply isn't based on any evidence. I fact we plunge ahead *despite* the evidence.
The book's major accomplishments are that it will convince you to question the seemingly unquestionable practices and motivate you to do somet ...more
And that's one of the most analytical pieces of the book.
I am a few hours closer to death. I want that oxygen back. ...more
I think a recommended read, not for holidays, but for people interested in management theories and their (true) value,
My one critique is that I occasionally found it difficult to separate the belief they were describing from the evidence based approach they were suggesting. The distinctions were sometimes subtle.
Reminded me of Huff's old book, "How to Lie with Statistics" or my yet unpublished book, "The Illusion of Control." ...more