pfeffer and sutton, 2006


—Bob Waterman, Co-author of In Search of Excellence and Author of What America Does Right. There was an error retrieving your Wish Lists. Those that stood up took 34% less time to make decisions, and the quality was just as good. Notre Dame’s Matt Bloom did a careful study of over 1,500 professional baseball players from 29 teams, spanning an eight-year period, which showed that players on teams with greater dispersion in pay had lower winning percentages, gate receipts, and media income. We admire Bain & Company, for example, and believe it is quite capable of good research. So I enlisted my friend and colleague Bob Sutton to explore this issue. Former U.S. president Bill Clinton represented the views of many when, in his 1999 State of the Union address, he said, “We do our children no favors when we allow them to pass from grade to grade without mastering the material.” President George W. Bush holds the same view. It was with this in mind that I bought Hard Facts, Dangerous Half-Truths and Total Nonsense. To get the free app, enter your mobile phone number. Pfeffer and Sutton's Hard Facts deserve five glittering stars. 276 pages Reviewed by David W. Gill www.ethixbiz.com Jeffrey Pfeffer and Robert Sutton are both professors at Stanford University. Across the board, U.S. automobile companies have for decades benchmarked Toyota, the world leader in auto manufacturing. As futurist Paul Saffo puts it, the whole truth is that the second (or third or fourth) mouse often gets the cheese. Copyright © 2020 Jeffrey Pfeffer. Another tactic is to encourage inquiry and observation even when rigorous evidence is lacking and you feel compelled to act quickly. For some questions in some businesses, the best evidence is to be found at home—in the company’s own data and experience rather than in the broader-based research of scholars. Many executives maintain that options produce an ownership culture that encourages 80-hour workweeks, frugality with the company’s money, and a host of personal sacrifices in the interest of value creation. What are the downsides of implementing the practice even if it is a good idea overall? Indeed, we would argue, managers are actually much more ignorant than doctors about which prescriptions are reliable--and they're less eager to find out. Yet all these players will tell you that the most important factor in their success was the communication, mutual understanding and respect, and ability to work together that developed during the 13 or so years that the stable core group played together. For the most part, here's what doctors rely on instead: obsolete knowledge gained in school, long-standing but never proven traditions, patterns gleaned from experience, the methods they believe in and are most skilled in applying, and information from hordes of vendors with products and services to sell. If found and used, this advice would have an immediate positive effect on organizations. Perhaps the hope is that visitors will momentarily forget what they learned in their statistics classes! Encourage experimentation. The same things are surely critical to evidence-based management. 84, no. Indeed, any claim that Bain deserves credit for such performance is conspicuously absent from the Web site, at least as of fall 2005. Pfeffer and Sutton believe that the application of these principles is essential to starting and maintaining a "leadership control cycle": The cycle begins when leaders talk and act as if they are in control, persuading key players that they have a strong impact on the organization.

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