Hard Facts, Dangerous Half-Truths, and Total Nonsense

Hard Facts, Dangerous Half-Truths, and Total Nonsense

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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 a€œwisdoma€ isna€™t wise at alla€”but, instead, flawed knowledge based on a€œbest practicesa€ 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 helda€”but ultimately flaweda€”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 lifea€”and shows how to finally turn this common sense into common practice.One day in August 2003, Jeffrey Pfeffer and his wife Kathleen went to look for a new car. ... They first went to Putnam Toyota in Burlingame, California, where theywere greetedby atypical, commissionbased car salesman. ... When Jeffreyand Kathleen finally decidedtopurchase aToyota Camry, needlessto saytheydid not return toPutnam. They bought it ... Redwood City, Californiaa€” adealership where the salespeople are not paid on commission and theemphasis isoncustomer service.

Title:Hard Facts, Dangerous Half-Truths, and Total Nonsense
Author: Jeffrey Pfeffer, Robert I. Sutton
Publisher:Harvard Business Press - 2013-12-30

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