Evidence based decisions1/2/2024 ![]() ![]() The confirmation bias discussed by Wilkinson plays a role in this. Also evident is a tendency for people working in KM to rely heavily on their professional expertise, to the exclusion of other sources of evidence, in particular research findings. KM discussion forum comments, such as those reviewed by Stephen Bounds, reveal that some opinion-based decision-making occurs in KM. This means that KM is now falling behind the overall field of management and also other management disciplines such as HR. What about the knowledge management (KM) discipline? As Stephen Bounds alerts, as do others, the KM discipline has a mixed track record in regard to evidence-based decision-making. We’ve discussed a number of examples in previous RealKM Magazine articles, including Net Promoter Score, nudge management, predictive algorithms, team building events, and the use of social network sites in the workplace. However, decision-making that is based on little or no evidence is unfortunately widespread in organisations and government agencies. This is to say that they are based on testing not confirming evidence. Wilkinson then advises that the counter to opinion-based decision-making is evidence-based decision-making:Įvidence-based decisions … are of an entirely different nature. In effect, a belief quickly becomes reality as we gather more and more evidence that the belief is true. The problem is at the same time it also neatly discards any evidence to the contrary. The moment we make up our mind that something is a certain way our brains start to look for the evidence to confirm it. Once we have a belief about something our brains starts to actively filter for evidence that our belief is correct … This is the issue with opinion-based decisions. He goes on to discuss the role of confirmation bias in opinion-based decision-making: This is an example of opinion-based decision-making. This is how a world view or set of beliefs lead to actions which appear to be very logical from that system of thinking. In fact this decision only made the situation worse. Her mother believed that the bed wetting behaviour was actually attention seeking behaviour and needed to be punished in order to stop it.įrom the mother’s point of view this all made sense and led to the decision to spank LuAnn for wetting the bed from an early age. The first of which was that from an early age, if she wet the bed her mother would punish her by spanking her. LuAnn was a 13 year old student in North Carolina who was displaying extreme learned helplessness … When the researchers investigated her background and home-life found a number of issue which appeared to lead to this state. In an article in The Oxford Review, David Wilkinson gives a heartbreaking example of the devastating effects of opinion-based decisions: This article is part of an ongoing series of articles on evidence-based knowledge management. The case for indigenous knowledge systems and knowledge sovereignty.Open access to scholarly knowledge in the digital era series.Exploring the science of complexity series.Planning and strategy development in the face of complexity series.Managing in the face of complexity series. ![]() Taking responsibility for complexity series.Simplistic solutions to complex problems turns behavioural science into a dangerous pseudoscience.Getting to the heart of the problems with Boeing, Takata, and Toyota.The worst mental health killer you probably know nothing about.Personality & technical knowledge management systems (TKMS) series.Quality of science and science communication.KM in the building & construction industries. ![]()
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