1.4: Difference between intuition and evidence in an OB context Flashcards

1
Q

What is the key difference between intuition and evidence in OB contexts?

A

Intuition relies on personal beliefs and experiences, while evidence-based OB uses scientific research and data to guide organizational practices.

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2
Q

What is evidence-based management (EBM)?

A

EBM involves translating principles based on the best available scientific evidence into organizational practices and making decisions conscientiously and judiciously based on that evidence.

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3
Q

What are the five key practices of evidence-based management?

A

Learning about cause-and-effect connections.

Isolating variations that affect desired outcomes.

Reducing the overuse, underuse, and misuse of specific practices.

Building decision supports to promote validated practices.

Creating a culture of evidence-based decision-making and research participation.

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4
Q

How does EBM encourage learning about cause-and-effect connections?

A

By studying relationships between organizational factors, such as how job satisfaction impacts absenteeism and turnover, to identify effective people practices.

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5
Q

What does isolating variations that affect desired outcomes mean in EBM?

A

It involves understanding the conditions under which specific factors, such as job dissatisfaction, influence outcomes like employee turnover.

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6
Q

Why is it important to reduce the misuse of specific practices in EBM?

A

Because practices that work in one context may not be effective in another.

Effective managers should use practices appropriately and not apply them universally.

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7
Q

How can organizations build decision supports to promote evidence-based practices?

A

By institutionalizing practices that work under certain conditions and using tools to maintain consistency with evidence-based approaches.

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8
Q

How does EBM promote a culture of research participation?

A

By encouraging employees to participate in developing research questions, collecting and analyzing data, and making evidence-based decisions.

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9
Q

What is the “knowing-doing gap” in management development?

A

It refers to the challenge of applying what is known from research and theory to actual management practices, often due to misconceptions and resistance to change.

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10
Q

What is the challenge in evaluating and using evidence in OB?

A

The challenge lies in differentiating among facts, half-truths, and fictions, as the phrase “research shows” can mean anything from anecdotal evidence to large-scale studies.

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11
Q

How can personal experience hinder effective evaluation of OB evidence?

A

Personal experience can distort how one views evidence by reinforcing preconceived notions and relationships that may not be supported by data.

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12
Q

Why is GPA considered important for job success despite skepticism from students?

A

Evidence from 71 studies shows that undergraduate GPA correlates with job performance in the first five years post-college, and graduate school GPA is even more strongly correlated with post-graduate job performance.

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13
Q

What is a hasty generalization, and how does it relate to OB evidence?

A

A hasty generalization occurs when conclusions are drawn from small samples or personal anecdotes, leading to incorrect assumptions, such as dismissing the relevance of GPA based on isolated cases.

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14
Q

What are Big E evidence and little e evidence in OB?

A

Big E evidence: Generalizable knowledge based on systematic research across multiple contexts and large populations.

little e evidence: Organization-specific data that may improve decision-making locally but may not generalize to other settings.

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15
Q

How is Big E evidence typically presented?

A

It is often summarized in large literature reviews, meta-analyses, or empirical summaries that are highly generalizable across different situations and contexts.

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16
Q

What is the key limitation of little e evidence in decision-making?

A

Although it may help in specific organizational contexts, little e evidence may not apply broadly or be replicable in other organizations, leading to potential risks in generalizing its findings.

17
Q

Why is it important to distinguish between Big E and little e evidence?

A

Understanding this distinction helps managers rely on systematic, generalizable evidence for broad decision-making while being cautious about overgeneralizing local or narrow findings.

18
Q

What do experts rely on to address challenges or problems in practice?

A

Experts internalize their own “theories in use” or frameworks, which help them frame problems, gather information, and consider options without relying on rote methods.

19
Q

What is the primary purpose of evidence-based frameworks in OB?

A

To help individuals diagnose situations, decide on actions thoughtfully, and avoid relying solely on anecdotes or personal experience when scientific evidence is available.

20
Q

What are the four steps of the OB Playbook 1.1 framework for making evidence-based OB decisions?

A

Define: Clearly define the challenge you are addressing.

Understand: Identify OB theories or models relevant to the challenge.

Predict: Seek evidence about methods that predict successful outcomes in similar contexts.

Evaluate: Review whether the decisions produced the desired outcomes.

21
Q

How does the OB Playbook framework illustrate evidence-based decision-making?

A

By encouraging clear definitions of challenges, use of both Big E and little e evidence, and evaluation of outcomes to improve future decisions.

22
Q

What is OB Myth 1.2, and why is it a misconception?

A

Myth: OB strategies that work in one situation will work well in all situations.

Reality: The effectiveness of strategies depends on the situation, underscoring the need for critical thinking and evidence-based decision-making.

23
Q

Why is it important to critically evaluate statements like “research shows” in OB?

A

Because not all evidence is created equal; informed students must dig deeper to understand the quality of evidence and avoid being misled by anecdotal claims.

24
Q

What does the phrase “money is the best motivator” fail to consider?

A

It ignores that money may motivate in some situations but can have little influence or even demotivate in others, depending on the context.