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Hard Facts, Dangerous Half-Truths And Total

Hard Facts, Dangerous Half-Truths And Total Nonsense: Profiting From Evidence-Based Management. Jeffrey Pfeffer, Robert I. Sutton

Hard Facts, Dangerous Half-Truths And Total Nonsense: Profiting From Evidence-Based Management


Hard.Facts.Dangerous.Half.Truths.And.Total.Nonsense.Profiting.From.Evidence.Based.Management.pdf
ISBN: 1591398622,9781591398622 | 288 pages | 8 Mb


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Hard Facts, Dangerous Half-Truths And Total Nonsense: Profiting From Evidence-Based Management Jeffrey Pfeffer, Robert I. Sutton
Publisher: Harvard Business Press




Hard Facts, Dangerous Half-Truths And Total Nonsense: Profiting From Evidence-Based Management by Jeffrey Pfeffer, Robert I. This paper is based on a multiyear collaborative research project on global talent management practices and principles by an international team of researchers from INSEAD, Cornell, Cambridge and Tilburg universities. Knowing-Doing Gap: How Smart Firms Turn Knowledge into Action (with Jeffrey Pfeffer), and Hard Facts, Dangerous Half-Truths, and Total Nonsense: Profiting from Evidence-Based Management (also with Jeffrey Pfeffer). Hard Facts, Dangerous Half-Truths and Total Nonsense: Profiting From Evidence-Based Management Jeffrey Pfeffer and Robert I. Hard Facts, Dangerous Half-Truths And Total Nonsense: Profiting From Evidence-Based Management. I just finished reading an excellent book by Jeffrey Pfeffer and Robert I. Robert Sutton co-authored Hard Facts, Dangerous Half-truths and Total Nonsense Profiting from Evidence-Based Management (nice title#!@#)??). Companies that are successful at global talent management subscribe to six key principles. Based on their research, the authors argue that distinctive beliefs, which they call uncommon sense, sometimes explain a firm's success. Pfeffer and Sutton on “hard facts, dangerous half-truths and total nonsense”. Meanwhile, Hard Facts, Dangerous Half-Truths And Total Nonsense: Profiting From Evidence-Based Management has a lot about how hard it is to develop an incentive scheme that doesn't destroy cooperation. The article discusses the role of beliefs in companies' strategic decisions. Lafley, former CEO of Procter & Gamble, claims he used to spend one-third to one-half of his time developing talent. Sutton “Hard Facts, Dangerous Half-Truths And Total Nonsense: Profiting From Evidence-Based Management” (recommended by Mary Poppendieck). Forget Going With Your Gut and also their 2006 book, “Hard Facts, Dangerous Half-Truths and Total Nonsense: Profiting From Evidence-Based Management.” They have a web site at evidence-basedmanagement.com. The best organizations have the best talent.

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