Hard Facts, Dangerous Half-Truths and Total Nonsense: Profiting from Evidence-Based Management

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Overview


The best organizations have the best talent. . . Financial incentives drive company performance. . . Firms must change or die. Popular axioms like these drive business decisions every day. Yet too much common management “wisdom” isn’t wise at all—but, instead, flawed knowledge based on “best practices” that are actually poor, incomplete, or outright obsolete. Worse, legions of managers use this dubious knowledge to make decisions that are hazardous to organizational health.

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.

2006 'Best Of' lists:

  • Advertising Age: Ten Books You Should Have Read in 2006
  • Strategy+Business: Best Business Books of 2006 - Management category
  • Globe and Mail: Managing Books Top Ten of 2006
  • Financial Review: Top 50 Management Books for 2006
  • Globe and Mail - 2006 Best Business Book of the Year

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Editorial Reviews

From the Publisher

Named one of the “Highlights from the Decade” in strategy+business magazine.
BusinessWeek
...a rarity on the crowded management shelf…a useful reminder that the gut is often trumped by the facts.
Chicago Tribune
The workplace version of Consumer Reports, it evaluates virtually every aspect of managing a business against old and new thinking.
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Product Details

  • ISBN-13: 9781591398622
  • Publisher: Harvard Business Review Press
  • Publication date: 3/21/2006
  • Pages: 276
  • Sales rank: 242,473
  • Product dimensions: 6.36 (w) x 9.48 (h) x 1.07 (d)

Meet the Author


Jeffrey Pfeffer is Professor of Organizational Behavior at Stanford’s Graduate School of Business. Robert I. Sutton is Professor of Management Science and Engineering at Stanford. They coauthored The Knowing-Doing Gap (HBS Press, 2000).
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Table of Contents

1 Why every company needs evidence-based management 3
2 How to practice evidence-based management 29
3 Is work fundamentally different from the rest of life and should it be? 57
4 Do the best organizations have the best people? 85
5 Do financial incentives drive company performance? 109
6 Strategy is destiny? 135
7 Change or die? 159
8 Are great leaders in control of their companies? 187
9 Profiting from evidence-based management 217
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Sort by: Showing 1 – 4 of 2 Customer Reviews
  • Anonymous

    Posted March 23, 2006

    The Evolution of Management Theory

    Despite the one-hundred year tenure of professional management, it's still surprising how often urban myth and superstition carry the day. While there continues to be a lot we don't know about effective organizational management, we should embrace that which we do, and keep asking more questions about the rest. Hard Facts eschews conventional management-think that has debilitated organizations again and again.

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  • Anonymous

    Posted March 15, 2011

    No text was provided for this review.

  • Anonymous

    Posted January 13, 2010

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  • Anonymous

    Posted January 24, 2010

    No text was provided for this review.

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