Evidence-based Management: Blog

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A consumer in a commercial building purchased a pair of expensive imported brand waterproof shoes, although normally Hen Aixi to wear, but the soles and uppers, or opened a hole in off the rubber. Such <a xhref="http://www.uggcoming.com/">discount ugg bailey button</a> a high-end shoes, how could such a quality problem occurs, consumers, Mr. Shi insisted to get hold of to understand. These pairs of high-grade readers, Mr. Shi shoes to the press, this pair of shoes marked the English brands (THENORTHFACE), packaging, products are all in English, its origin, production enterprises, the implementation of standards Dengjun no logo, looks a lot like imports. Mr. Shi said that no one in Chinese, this not three products do not. According to him, August 16, he bought a pair of original price of a commercial building more than 1300 yuan, 799 yuan discount waterproof sports shoes, the salesperson <a xhref="http://www.uggcoming.com/ugg-classic-cardy-c-2.html">ugg cardy boots 5819</a> said that this is a premium brand of outdoor water sports shoes. 2 months after the weather is cool, and Mr. Shi began to wear a pair of shoes he was wearing when special care is not willing to wear wet weather.

Before and after wearing a 20-day cross, the question arises, and two shoe soles and uppers degumming, opened a large hole in each. Mr. Shi also feel more depressed both the heartache that he wore shoes <a xhref="http://www.uggcoming.com/ugg-bailey-button-c-26.html">cheap ugg bailey button boots</a> for many years, had not experienced such serious problems, which should wear nothing to do with their own, but rather the quality of causes. Reporters to contact the commercial customer service department. They have attached great importance to the brand counters immediately conducted an investigation and found that these shoes have been sold out, now sell the products did not find a similar "full English identity" phenomenon. Customer service department said they would urge the relevant counters to properly handle the matter, and shopping malls for sale merchandise is inspected, improve and standardize product identification, so that consumers plainly spending. Yesterday <a xhref="http://www.hotshoeszone.com/">cheap women's ugg boots</a> morning, the mall customer service department, Shanghai Jing Yun Sporting Goods Co., head of retail, face to face with Mr. Shi had to communicate, to return the shoes, and taking the appropriate compensation for the loss, Mr. Shi said that approval of this deal.

According to Shanghai Jing Yun Sporting Goods Co., Ltd. relevant person in charge explained that the company is North Face <a xhref="http://www.hotshoeszone.com/ugg-classic-cardy-boots-c-2.html">ugg cardy sale</a> retail agents, the product from another company to take the goods, a pair of sports shoes are produced in Guangdong Zhongshan, not imports, Chinese identity in the sales process leak posted. A reporter asked, since it is produced in Guangdong, and that packaging and shoes on the logo why not in accordance with relevant state laws and regulations, standardize labeling in Chinese origin, production enterprises, contact telephone and the implementation of standards, this person in charge failed to give answers. However, they said that <a xhref="http://www.hotshoeszone.com/ugg-classic-tall-boots-c-37.html">ugg boots classic tall</a> the company attaches great importance to this matter is currently being carried out on the premises and the existing stock commodity inventories, identify problems immediate rectification, the failure of goods, no OTC, and will punish those responsible for the relevant.

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November 2, 2009

Working in Tandem

Bob Sutton has written an interesting post on his blog 'Work Matters', where he muses on intuition vs. data-based decision making. Without giving too much of the plot away, he argues the merits of both, and how they can work hand-in-hand.

March 31, 2009

Why experts are so often wrong

Expert Political Judgment: How Good Is It? How Can We Know?
by Philip E. Tetlock. Princeton University Press, 2005

In a world filled with expert predictions that are mostly incorrect, and filled with people who eagerly seek such predictions even though they are incorrect, Tetlock's book explores why experts are so often wrong and why we listen to them anyway. There is no more evidence-based subject matter than forecasting. This book provides an excellent overview of the perils and pitfalls in making forecasts.

Another great resource is J. Scott Armstrong of the Wharton School, who has amazing, open-source (i.e., free) and proven forecasting techniques and insights on his website.

January 30, 2009

So that settles it: Doonesbury says “it’s an evidence-based world now.”

Today was a great day for the evidence-based management community. Doonesbury declared "it's an evidence-based world now." Here's an excerpt:*

"Caucasian woman: You know I've always thought you were a jerk, right? But not because I'm a racist.

African-American man: Uh, then why?

Caucasian woman: Because you are a jerk! And it's an evidence-based world now!"

I suppose, in keeping with Dr. Sutton's recent book, this would be even funnier if "jerk" were replaced with "a$$h@!e".

*From the Doonesbury cartoon for 30-Jan-2009.

January 28, 2009

Lessons from Bob Woodward: A Call for Evidence-Based Management

Check out Bob Woodward’s analysis of what the Obama Administration can learn from the Bush Administration’s errors. His list echoes the fundamentals of evidence-based management. With all due respect to the Harvard Business School, by the way, this is not something that was or is taught to MBAs there or at most business schools. Here is the list, which is also on my blog.

1. Presidents set the tone. Don’t be passive or tolerate virulent divisions.

2. The president must insist that everyone speak out loud in front of the others, even — or especially — when there are vehement disagreements.

3. A president must do the homework to master the fundamental ideas and concepts behind his policies.

4. Presidents need to draw people out and make sure that bad news makes it to the Oval Office.

5. Presidents need to foster a culture of skepticism and doubt.

6. Presidents get contradictory data, and they need a rigorous way to sort it out.

7. Presidents must tell the public the hard truth, even if that means delivering very bad news.

8. Righteous motives are not enough for effective policy.

9. Presidents must insist on strategic thinking.

10. The president should embrace transparency.

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