Book cover of Hard Facts, Dangerous Half-Truths, and Total Nonsense: Profiting from Evidence-based Management

Book description

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,…

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Why read it?

2 authors picked Hard Facts, Dangerous Half-Truths, and Total Nonsense as one of their favorite books. Why do they recommend it?

This book is for me a standard work in the field of evidence-based management. It opened my eyes to the great (negative) impact slogans, insufficient learning from one's own mistakes, blindly following advice from gurus, etc., can have on the results of a company

I discovered that mistakes are also made in the medical world, and insufficient lessons are learned from them because the principles of evidence-based management are not followed.

You can apply the ideas of the authors in any company or organization, regardless of the sector

This insightful book on evidence-based management is rich with great references. It is filled with provoking examples of things we heard or learned, which were debunked, making you think twice about them (Twyman’s law).

Do financial incentives work? They can, but in limited scenarios where individuals could be measured and minimum quality levels kept high; they may, however, backfire and undermine teamwork and attract the wrong people. When hiring, can the best talent be identified? Even in sports, some of the best players aren’t identified early in their careers. 

Rembrandt is considered a great painter; Mozart, one of the greatest…

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Book cover of The Smart Mission: NASA’s Lessons for Managing Knowledge, People, and Projects

The Smart Mission by Edward J. Hoffman,

The Smart Mission brings together NASA’s most important lessons on how people, knowledge, and systems shape complex projects.

Drawing on decades of experience at NASA—including my time as the agency’s first Chief Knowledge Officer—this book explains why mission success depends less on process and more on culture, learning, and collaboration.…

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