Hard Facts, Dangerous Half-truths, and Total Nonsense
The best organisations 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 isnat wise at allabut, 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 organisational health. This practical and candid book challenges leaders to commit to evidence-based management as a way of organisational life a 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 were inclined to buy a Toyota, but had heard good things about the Mazda 6 and the Nissan Altima, so they wanted to ... There is just one problem.
| Title | : | Hard Facts, Dangerous Half-truths, and Total Nonsense |
| Author | : | Jeffrey Pfeffer, Robert I. Sutton |
| Publisher | : | Harvard Business Press - 2006 |
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