EBDM On The Fly

Let’s get to the heart of the matter: What are the core things you must do as a leader? Is there a secret sauce that can add flavor to your many roles? Millions of words have been published on this topic. At one time or another, you’ve probably heard that the essential function of leadership is to: […]

Rooted in the health sciences where it goes by the moniker “evidence-based practice,” in recent years evidence-based decision making (EBDM) has rapidly evolved as a means of improving the quality of decisions, adapting to diverse applications. As an organizational leader who is on the lookout for ways to improve your skills and effectiveness, you may have heard of EBDM. But others may be asking, “What exactly is EBDM, anyway?” As with any rapidly developing practice, definitions differ. A lot, in fact.  But for our purposes, here’s an “on the fly” definition that forms the backbone of this series: Evidence-based decision making (EBDM) is a process for interpreting and organizing information gathered systematically from diverse sources to create a testable model of the relative effectiveness of alternative programs, policies, or practices. Whew. There are a lot of moving parts in there. Having a firm grasp of the meaning of each element is crucial to the practice of EBDM, and this series will unpack them one by one. […]

So far we’ve identified two basic skills for leadership success: Harness information to make consistently good decisions. Learn systematically from the less-than-good decisions. Chances are, at this point some readers are muttering under their breath: “Well, all this talk about decisionmaking being the heart of leadership and the importance of evidence is fine, but it all depends on how you define ‘decision’ and ‘evidence’, right?” —to which I reply, “Exactly. Let’s do that.” What is a decision, anyway? There’s a surprising lack of consensus. Many definitions imply that decisionmaking is a purely cognitive exercise. In this view, a decision is the result of a rigorous mental process carried out by an individual in isolation: “A conclusion or resolution reached after consideration.” Other sources assert that decisions are fundamentally an expression of individual moral character (“firmness of purpose”)—in this view, an authentic decision is more of an unbending personal statement than a nuanced and goal-directed response to circumstances. Do those perspectives on decisionmaking ring true in your experience? Frankly, we think they miss the mark, because most real-world decisions don’t look like that. Most leaders in the trenches simply don’t identify with Rodin’s Thinker—bronze brow furrowed in noble concentration as he wrestles in solitude with deep and thorny principles. Does that sound like your workday? […]