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From The CriticsReviewer: Helen Ewing, DHSc, MN, RN (A. T. Still University)
Description: This book provides an excellent summary of research that has been done in the area of evidence-based healthcare management decision-making and discusses how the theory can be applied to leadership practice.
Purpose: The purpose is to provide the theory and skills needed to make effective and appropriate healthcare business decisions based on the available evidence. The book stresses the need to base decision-making on sound research theory that promotes thoughtful analysis and results in positive outcomes.
Audience: The ideal audience for this book would be people currently in healthcare leadership positions and those aspiring to management and decision-making roles. It also would be an excellent resource for students learning about the principles of leadership and decision-making.
Features: Each well-designed chapter presents a case study of an example of the decision-making process being. Many important topics for leaders or managers are addressed: how research and evidence applies in decision making; how evidence-based management strengthens healthcare organizations; and methods for finding the required evidence. The book is visually attractive with good use bulleting and bolding of headings to enhance navigability. Many text boxes and graphics highlight main points. Of significant value are the sections providing guidelines for applying the theory to practice and for identifying practical tips on how to actually use the evidence in healthcare leadership positions. The use of case studies to exemplify the theory is artfully done and adds to the value of the book.
Assessment: This is a useful tool for healthcare leaders who would like to improve their decision-making skills. In today's turbulent financial environment, it is vital that leaders make decisions based on the evidence to enhance the likelihood of positive outcomes.