Emory University Structured Interviews & Unstructured Interview Essay Questions 4 pages maxmium Essay questions Explain the difference between a structur

Emory University Structured Interviews & Unstructured Interview Essay Questions 4 pages maxmium

Essay questions

Explain the difference between a structured and unstructured interview. Give the advantages and disadvantages of each. What kind of applicant would likely perform best in an unstructured interview?
What is the difference between a mediator or moderator. Give an example of some conceptual relationship with a mediator in it. Give an example of another relationship with a moderator in it.
Imagine that an X university is considering transitioning from being a private school to becoming a public, state-funded institution. For that decision, list 1) the internal stakeholders and 2) some external stakeholders. Then, explain who the most important and least important stakeholders are and why.
The Thomas Theorem is about social facts. Explain what the Thomas Theorem means, and then describe a situation n which the Thomas Theorem would apply.
If you wanted to design a study to figure out whether a magic pill that made people taller actually worked, what would you do to make sure you were doing good quality research?
Some relationships are affected by confounding variables (also known as “confounders”). Describe what a confounding variable is and what it does. Then give an example of a confounder.

Bonus: what is the most useful thing you have learned in the class so far? i
Praise for
­E vidence-Based
­M anagement
‘Evidence-based management is another way of saying “we deal in facts, in
reality”. The differentiating factor in Google’s people strategy was that we relied
on evidence-based management to separate what we “hoped would be true”
from reality. This superb book gives you the tools to build your own roadmap
to excellence.’ Laszlo Bock, CEO, Humu and former SVP, People Operations,
Google/Alphabet
‘Evidence-based management seeks to improve the decision-making lessons
taught in our business schools as well as the decision frameworks business
managers and leaders use routinely. If Enron’s board, its risk management
department, its accounting, finance and legal teams had adopted the principles
and practices described in this book, Enron would be alive and well today.’
Sherron Watkins, Enron Whistleblower, Time Person of the Year 2002
‘As we leave the age of intuition and enter the era of evidence, leaders need a
guide for data-driven decision-making. This book is that guide: an accessible,
immediately actionable manual from some of the great pioneers of evidencebased management.’ Adam Grant, New York Times bestselling author of Give
and Take and Originals, and co-author of Option B
‘Evidence-based management addresses a vital need. By lucidly conveying
the perspectives of both researchers and practitioners, it should help each
community to do its job, protect each from simplistic accounts of one another’s
work and facilitate collaboration between them.’ Baruch Fischhoff, Howard
Heinz University Professor, Department of Engineering and Public Policy
and Institute for Politics and Strategy, Carnegie Mellon University
‘One of the strengths of this book is that it considers evidence from academic
research, from practitioners, from the organization itself and from stakeholders
surrounding the organization. For each of these sources of evidence, the book
ii
addresses how to acquire evidence and appraise its relevance and usefulness,
as well as practical insights as to how to turn evidence into action. This work is
truly the definitive text on how to develop and use an evidence-based approach
to management.’ Jeffrey Pfeffer, Thomas Dee Professor, Stanford, co-author
of Hard Facts, Dangerous Half-Truths, and Total Nonsense: Profiting from
Evidence-Based Management
iii
Evidence-Based
Management
How to use evidence to make better
organizational decisions
Eric Barends and Denise M Rousseau
iv
Publisher’s note
Every possible effort has been made to ensure that the information contained in this book
is accurate at the time of going to press, and the publisher and authors cannot accept
responsibility for any errors or omissions, however caused. No responsibility for loss or
damage occasioned to any person acting, or refraining from action, as a result of the
material in this publication can be accepted by the editor, the publisher or any of the authors.
First published in Great Britain and the United States in 2018 by Kogan Page Limited
Apart from any fair dealing for the purposes of research or private study, or criticism or review,
as permitted under the Copyright, Designs and Patents Act 1988, this publication may only be
reproduced, stored or transmitted, in any form or by any means, with the prior permission in
writing of the publishers, or in the case of reprographic reproduction in accordance with the terms
and licences issued by the CLA. Enquiries concerning reproduction outside these terms should be
sent to the publishers at the undermentioned addresses:
2nd Floor, 45 Gee Street
London
EC1V 3RS
United Kingdom
www.koganpage.com
c/o Martin P Hill Consulting
122 W 27th Street
New York, NY 10001
USA
4737/23 Ansari Road
Daryaganj
New Delhi 110002
India
© Center for Evidence Based Management, 2018
The right of Eric Barends and Denise M Rousseau to be identified as the authors of this work has
been asserted by them in accordance with the Copyright, Designs and Patents Act 1988.
ISBN
978 0 7494 8374 6
E-ISBN 978 0 7494 8375 3
British Library Cataloguing-in-Publication Data
A CIP record for this book is available from the British Library.
Library of Congress Cataloging-in-Publication Data
Names: Barends, Eric, author. | Rousseau, Denise M., author.
Title: Evidence-based management : how to use evidence to make better
organizational decisions / Eric Barends and Denise M. Rousseau.
Description: 1 Edition. | New York : Kogan Page Ltd, [2018] | Includes
bibliographical references and index.
Identifiers: LCCN 2018029623 (print) | LCCN 2018030628 (ebook) | ISBN
9780749483753 (ebook) | ISBN 9780749483746 (pbk.)
Subjects: LCSH: Industrial management. | Decision making.
Classification: LCC HD31.2 (ebook) | LCC HD31.2 .B357 2018 (print) | DDC
658.4/03–dc23
Typeset by Integra Software Services Pvt Ltd, Pondicherry
Print production managed by Jellyfish
Printed and bound by CPI Group (UK) Ltd, Croydon, CR0 4YY
v
To the lifelong learners who are evidence-based managers
vi
THIS PAGE IS INTENTIONALLY LEFT BLANK
vii
CO N T E N T S
About the authors xiii
Contributors xiv
Foreword xv
Preface xxi
How to read (and use) this book xxv
Acknowledgements xxix
01
Evidence-based management: the basic principles
(with Rob Briner) 1
1.1 What is evidence-based management? 2
1.2 What counts as evidence? 3
1.3 Why do we need evidence-based management? 3
1.4 What sources of evidence should be considered? 5
1.5 Why do we have to critically appraise evidence? 11
1.6 Why focus on the ‘best available’ evidence? 12
1.7 Some common misconceptions of evidence-based
management 13
1.8 What is the evidence for evidence-based management? 16
02 ASK: Critical questions about assumed problems
and preferred solutions 20
2.1 Identifying underlying assumptions 21
2.2 Starting point: What is the problem to solve or opportunity
to address? 23
2.3 PICOC 24
2.4 Step 1: What is the assumed problem to be solved? 26
2.5 Step 2: What is the evidence for the problem? 31
2.6 Step 3: What is the preferred solution? 35
2.7 Step 4: What is the evidence for the preferred solution? 38
2.8 Developing your capacity to ask questions 42
2.9 Checklists 43
viii
Contents
Pa r t O n e Evidence from practitioners
03 ACQUIRE: Evidence from practitioners
3.1
3.2
3.3
3.4
3.5
3.6
49
51
What to ask? 51
Whom to ask? 53
How many practitioners should I ask? 53
How to ask? 55
Developing questions 57
Eight tips for asking valid and effective questions 57
04 APPRAISE: Evidence from practitioners
61
4.1 How to tell whether a practitioner has professional
expertise 62
4.2 Why is it so hard to develop valid and reliable professional
expertise? 64
4.3 Two modes of thinking 65
4.4 Cognitive biases 68
4.5 Avoiding or reducing bias 74
4.6 Critical appraisal of evidence from practitioners 77
4.7 Checklist 82
Pa r t T w o Evidence from the scientific
literature
85
05 A short introduction to science (with Rob Briner)
5.1
5.2
5.3
5.4
5.5
5.6
5.7
5.8
5.9
5.10
What is science? 87
Science is not about ‘truth’ or ‘proof’ 90
Limitation 1: Coincidence 91
Limitation 2: Methodological bias 94
Limitation 3: Confounders 95
Limitation 4: The placebo effect 97
Limitation 5: Moderators and mediators 98
Qualitative versus quantitative research 99
Research designs 101
How to read a research article 106
87
Contents
06 ACQUIRE: Evidence from the scientific literature
110
6.1 The scientific literature 111
6.2 Determining your search terms 114
6.3 Searching in research databases: Some basic search
techniques 118
6.4 Pre-testing your search terms 121
6.5 Searching for empirical studies: Systematic, transparent
and reproducible 123
6.6 Finally, some tips 134
07 APPRAISE: Evidence from the scientific literature
(with Rob Briner) 137
7.1 Critical appraisal: Three preliminary questions 138
7.2 Critical appraisal: Methodological appropriateness 143
7.3 Methodological appropriateness: Cause-and-effect
studies 144
7.4 Methodological appropriateness: Non-effect studies 151
7.5 Critical appraisal: Methodological quality 157
7.6 Finally: The ‘best available’ evidence 165
7.7 Overview of the appraisal process 167
7.8 Checklists 168
Pa r t T h r e e ?Evidence from the organization
08 ACQUIRE: Evidence from the organization
(with Martin Walker) 175
8.1 Why is evidence from the organization important? 175
8.2 From data to information and evidence 176
8.3 What questions to ask? 177
8.4 What types of organizational evidence are typically
available? 179
8.5 Big data 181
8.6 Where to find organizational evidence 182
8.7 Techniques and tools for acquiring data 184
8.8 Organizational data turned into information 186
8.9 Other considerations when acquiring data 191
173
ix
x
Contents
09 APPRAISE: Evidence from the organization
(with Martin Walker) 194
9.1 Barrier 1: Absence of a logic model 195
9.2 Barrier 2: Irrelevant data 197
9.3 Barrier 3: Inaccurate data 199
9.4 Barrier 4: Missing contextual information 201
9.5 Barrier 5: Measurement error 202
9.6 Barrier 6: The small number problem 203
9.7 Barrier 7: Confusing percentages and averages 204
9.8 Barrier 8: Misleading graphs 208
9.9 Barrier 9: Correlations and regressions – overfitting the
data 212
9.10 Barrier 10: Wide confidence intervals 217
9.11 Artificial intelligence, machine learning and artificial neural
networks 218
9.12 Organizational evidence: Quality versus purpose 219
9.13 Checklist 220
Pa r t F o u r Evidence from stakeholders
10 ACQUIRE: Evidence from stakeholders
223
225
10.1 Not all evidence from stakeholders is stakeholder
evidence 226
10.2 Types of stakeholders 228
10.3 Who are the most relevant stakeholders? 229
10.4 Whom to ask? 232
10.5 What to ask? 233
10.6 How to ask? 235
11 APPRAISE: Evidence from stakeholders
240
11.1 The importance of subjective feelings and perceptions 241
11.2 What is the impact of the decision? 241
11.3 Representativeness 242
11.4 How representative is my sample? 243
11.5 Checklist 245
Contents
12 AGGREGATE: Weighing and pulling together
the evidence 246
12.1 Evidence-based management is about probabilities 248
12.2 Bayes’ Rule 250
12.3 The prior probability 252
12.4 The likelihood of the evidence 252
12.5 Updating the posterior probability when new evidence
becomes available 256
12.6 Using Bayes’ Rule to aggregate evidence from different
sources 258
12.7 Bayesian thinking 263
13 APPLY: Incorporating the evidence into the
decision-making process (with Alessandra Capezio)
268
13.1 Does the evidence apply? 269
13.2 What is the expected value? 270
13.3 Is it the biggest bang for your buck? 272
13.4 Is the level of risk acceptable? 272
13.5 Are there ethical issues to consider? 274
13.6 Is the evidence actionable? 275
13.7 Are there moderators that you need to take into
account? 278
13.8 How and in what form can you apply the evidence? 279
13.9 Dissemination, implementation and change 282
14 ASSESS: Evaluate the outcome of the decision taken
14.1
14.2
14.3
14.4
14.5
14.6
14.7
Types of decisions 288
Assessing the outcome: Two preliminary questions 289
Assess: The gold standard 291
Assess: The silver standard 296
Outcome measures 300
Assessing stakeholder effects 301
Keep it simple! 302
287
xi
xii
Contents
15
Building the capacity for evidence-based
management 306
15.1 Becoming an evidence-based manager 307
15.2 Building evidence-based capacity among bosses and
peers 310
15.3 Building evidence-based capacity in your organization 314
15.4 Some final words 317
16
Guidelines for critically appraised topics
321
16.1 Step 1: Background – What is the context of the CAT
question? 322
16.2 Step 2: Formulating the CAT question – What does the CAT
answer? 324
16.3 Step 3: PICOC 326
16.4 Step 4: Inclusion criteria – Which studies will be
considered? 326
16.5 Step 5: Search strategy – How should the studies be
sought? 327
16.6 Step 6: Study selection – How should you select the
studies? 328
16.7 Step 7: Data extraction – What information should you
extract 329
16.8 Step 8: Critical appraisal – How should the quality of the
studies be judged? 329
16.9 Step 9: Results – What did you find? 333
16.10 Step 10: Conclusion 336
16.11 Step 11: Limitations 337
16.12 Step 12: Implications and recommendations 338
16.13 Checklist 341
Glossary 343
Index 350
Downloadable resources are available at www.koganpage.com/EBM
xiii
About the authors
Eric Barends is the Managing Director of the Center for Evidence-Based
Management. He has 20 years of management experience, 15 years at the
senior management level, including 5 years as an executive. He advises
management teams and boards of directors of large and medium-sized
companies and non-profit organizations on evidence-based management
and the development of managers. He serves as visiting faculty at Australian
National University and New York University. He received the first doctorate in Evidence-Based Management, from the Vrije Universiteit Amsterdam.
Denise M Rousseau is the H J Heinz II University Professor at Carnegie
Mellon University’s Heinz College and Tepper School of Business. Formerly
president of Academy of Management and editor-in-chief of Journal of
Organizational Behavior, Rousseau founded a network of scholars, consultants and managers promoting evidence-informed organizational decisions,
operating today as the Center for Evidence-Based Management – of
which she is Academic Board President. She is a winner of the Academy of
Management’s Lifetime Achievement Award for Scholarly Contribution and
twice winner of its Terry Award for best book in Management. She received
her doctorate in Psychology from the University of California at Berkeley.
xiv
Contributors
Rob Briner is Professor of Organizational Psychology in the School of
Business and Management at Queen Mary University of London. He is
also very active in developing evidence-based practice in management, HR
and organizational psychology. He was a founding member, Vice-Chair
and now Scientific Director of the Center for Evidence-Based Management,
which through its teaching, training and dissemination activities aims to
help managers make better decisions by adopting the principles of evidencebased practice. Rob’s work in this area has led to him being named in 2016
the Most Influential HR Thinker by HR Magazine.
Barbara Janssen is Director of projects and teaching at the Center for
Evidence-Based Management and an independent consultant and project
manager. She has 15 years of consultancy experience, advising organizations on implementing organizational change. To support organizational
decision-making processes, she frequently coordinates and conducts rapid
evidence assessments on various topics. In addition, she advises management of large and medium-sized companies and non-profit organizations on
implementing the principles of evidence-based practice.
Martin Walker is Director for Banking and Finance at the Center for
Evidence-Based Management. He has extensive experience in investment
banking IT and operations. His roles included Global Head of Securities
Finance IT at Dresdner Kleinwort and Global Head of Prime Brokerage
Technology at RBS Markets. He also held roles at Merrill Lynch and HSBC
Global Markets, where he was the Blockchain lead in Markets Operation,
and produced research for financial consultancy Finadium.
Alessandra Capezio is a senior lecturer in organizational behaviour in the
Research School of Management at the Australian National University. She
is core member of the Work Effectiveness and Leadership Lab (WELL),
which conducts high-quality research on workplace behaviours. Alessandra
is passionate about promoting and teaching evidence-based practice in
management and is a Fellow of the Center for Evidence-Based Management.
xv
Foreword
The need for evidence-based management is stronger than ever. Although
evidence-based practice and discussions of evidence-based management have
increased over the last decade or more, and there are now organizations devoted
to building evidence-based management activities in business management and
the policy sciences, much remains to be done to make evidence-based management more ubiquitous in managerial decision-making. This book marks an
important step forward by providing scholars, teachers, policymakers and
organizational leaders both the knowledge and the practical tools necessary
to teach evidence-based management in classrooms so as to produce more
evidence-based practitioners, and to apply evidence-based management in
workplaces to produce more scientifically sound decisions and policies.
The case for evidence-based management rests on several truths. First,
knowledgeable observers have noted that progress in management scholar­
ship and concomitant advances in theoretical understanding of social
processes, and also the translation of that knowledge into action, are mostly
notable by their absence.1 Accumulating important and relevant evidence
is essential for making scientific progress, as medicine nicely illustrates. A
new journal, Academy of Management Discoveries, was launched in part
because its founding editorial board correctly believed that most journals
overemphasized ‘new’ theory, and that there was insufficient attention to
explicating interesting phenomena and data for their own sake. It is too soon
to tell to what extent AMD will change the emphasis journals place on sound
evidence as contrasted with the newness or cuteness of ideas. But many scholars believe that the journal will help move management research away from
an excessive preoccupation with theory2 and with novelty for its own sake,
both practices that have retarded the development of replicable knowledge.3
There are other hopeful signs consistent with an emphasis on evidencebased management. One is the founding of organizations consistent with
bringing evidence-based management more to the fore. For instance, consider
the Responsible Research in Business and Management initiative. That effort is
‘dedicated to inspiring, encouraging and supporting credible and useful research
in the business and management disciplines.’4 This virtual organization seeks
to increase research on socially significant topics and to encourage replication
and the development of knowledge that stands up to scrutiny – research that is
both useful for formulating organizational and social policy and also credible.
xvi
Foreword
What editors of many academic journals seem to have missed is that
in the quest for novelty and ‘new’ theory, social science has mostly built a
knowledge base on quicksand. We have lots of new ideas and findings that
don’t stand up to scrutiny and can’t be replicated – precisely the opposite of
what one would want to build an evidence-based science and practice upon.
In that regard, recently the National Academies of Sciences, Engineering
and Medicine empanelled an ad hoc committee to ‘assess research and data
reproducibility and replicability issues’.5 The problem is enormous. In social
psychology, a working group published results that showed that only about
a third of social psychology results published in major, refereed journals
were replicated, with effect sizes about half of those originally reported.6
This result represents a sobering wake-up call for scholars and highlights the
need for better, more rigorous evidence.
Other recently founded or expanded organizations are also helping
build an evidence-based management agenda. Most directly, there is the
Center for Evidence-Based Management, an independent non-profit providing resources to people interested in learning more about evidence-based
management.7 The two authors of this book, Rousseau and Barends, are
prominent in the Center, with Barends its director. The Center has built a
network of practitioners, educators and researchers and is an important
repository for teaching materials, articles, columns, blogs and re…
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