scholarly journals NIEPEWNOŚĆ NAUKI A DZIAŁANIE, CZYLI – PROBLEMY Z EVIDENCE – BASED POLICY

2021 ◽  
Vol 21 (1) ◽  
pp. 49-59
Author(s):  
Grzegorz M. Malinowski
Keyword(s):  
Decision Making ◽  
Scientific Research ◽  
Scientific Uncertainty ◽  
Evidence Based ◽  
Evidence Based Policy ◽  
Potential Scale ◽  
Irreducible Uncertainty ◽  
Over Time

The purpose of this article is primarily to introduce the topic of scientific uncertainty to the wider context of economics and management. Scientific uncertainty is one of the manifestations of irreducible uncertainty and reflection on it should enable better decision making. An entity that bases its operation on current scientific research, which depreciates over time and ultimately leads to erroneous decisions, is referred to as the “loser”. The text indicates estimation of potential scale of this problem supplemented by an outline of sociological difficulties identified in the analysis of the process of building scientific statements. The article ends with a sketch of the answer to the question “how to act in the context of scientific uncertainty?”.

Revising Swiss Policies

2011 ◽  
Vol 32 (4) ◽  
pp. 494-517 ◽  
Author(s):  
Kathrin Frey ◽  
Thomas Widmer
Keyword(s):  
Decision Making ◽  
Policy Making ◽  
Public Policies ◽  
Efficiency Analysis ◽  
Reform Process ◽  
Evidence Based ◽  
Public Authorities ◽  
Evidence Based Policy ◽  
Types Of Information ◽  
Do So

Evidence-based policy-making and other recent reforms in public steering emphasize the role systematic evidence can play in improving decision making and public policies. Increasing deficits heighten the pressure on public authorities to legitimate public spending and to find savings. Existing studies show that the influence of research-based information on decision making is shaped by several factors, but they typically do not distinguish between different types of information. Our contribution aims to compare the influence of efficiency analysis to information about performance effectiveness. We do so by looking at 10 cases in which public policies are being revised at the federal level in Switzerland, and do so by tracing the entire policy reform process. This qualitative analysis sheds light on which actors use efficiency information, how and under which conditions, and highlights the contribution of efficiency analysis for evidence-based policy-making.

From evidence to values-based decision making in African parliaments

2020 ◽  
Vol 20 (2) ◽  
pp. 68-85
Author(s):  
Caitlin Blaser Mapitsa ◽  
Aisha Jore Ali ◽  
Linda Sibonile Khumalo
Keyword(s):  
Decision Making ◽  
Policy Making ◽  
Evaluation System ◽  
National Level ◽  
Monitoring And Evaluation ◽  
Evidence Based ◽  
Sector Reform ◽  
Evidence Based Policy ◽  
Building Systems ◽  
Complex Landscape

Monitoring and Evaluation discourse in Africa has evolved to focus on building systems at a national level. While this systemic approach has many advantages, its implementation often runs up against the uncomfortable reality that governments have complex incentives to use evidence, and this evidence can equally contribute to decision making that is neither development-focused nor democratic if values are not part of the conversation. Much of the literature on public-sector reform focuses on evidence-based policy making. While relevant, it does not reflect on values, and this article will argue that acknowledging the central role values play in interpreting evidence is critical to effective national evaluation system building. To make this argument, this article will present and discuss vignettes from the parliaments of Malawi, Tanzania, Uganda, Zambia and Zimbabwe that illustrate the pivotal role values have played in interpreting and acting on evidence in a parliamentary context. Finally, it makes a case for the discourse about evidence-based policy making to consider values-based policy making as an appropriate lens for parliaments to acknowledge and engage with the complex landscape of the politics of evidence.

scholarly journals Evidence- based Policy and Decision-Making among Health Managers: A Case of Shiraz University of Medical Sciences

2017 ◽  
Vol 6 (1) ◽  
pp. 30-38
Author(s):  
Peivand Bastani ◽  
Zahra Kavosi ◽  
Somayeh Ali Poori ◽  
Mohammad Hassan Imani Nasab
Keyword(s):  
Decision Making ◽  
Policy Making ◽  
Pearson Correlation ◽  
Demographic Data ◽  
Present Situation ◽  
Face Validity ◽  
Evidence Based ◽  
Medical Sciences ◽  
Good Reliability ◽  
Evidence Based Policy

Background: According to the importance of evidence-based policy-making in health scope, this study was conducted to investigate the present situation of decision-making among medical managers.Materials and Methods: This cross-sectional study carried out on all the managers worked in one of the hospitals, health centers, medical schools and central departments of Shiraz University of Medical Sciences in 2016. A questionnaire containing demographic data and 50 questions was applied to 5 sections: attitude (9), subjective norms (13), perceived controlled behavior (22), intention (3) and behavior (3). Choronbache α was between 0.73-0.91 emphasizing a good reliability, the questionnaire`s content and face validity were 0.83 and 0.67 respectively. Data was analyzed using Independent t-test, ANOVA, and Pearson correlation. Results: The greatest frequency of the respondents belongs to the men (77/85.1%), and the majority of the respondents were in an age range from 30 to 40 years. The highest mean score was related to the indirect attitude (8.17), and the lowest was obtained for the indirect perception (1.21). There was a statistical relationship between the mean score of direct and indirect controlled perceived behavior according to the participants’ educational level (P=0.03 and P=0.043, respectively). A significant relationship was also be observed between direct behavior and educational major (P=0.044). Pearson correlation indicates a significant positive relationship between the manager intention for evidence-based policy-making and all the other variables. Conclusion: It seems that the present situation of evidence-based decision-making is not appropriate for the university managers. In this regard, planning for the effective courses in knowledge translation, evidence-based policy-making and advanced searching along with monitoring the managers’ decision outcomes through an internal and external audit can have an effective role in improving decisions and enhancing evidence application. [GMJ.2017;6(1):30-38]

scholarly journals To Vaccinate or Not? The Role Played by Uncertainty Communication on Public Understanding and Behavior Regarding COVID-19

2021 ◽  
pp. 107554702110636
Author(s):  
Nicole C. Kelp ◽  
Jessica K. Witt ◽  
Gayathri Sivakumar
Keyword(s):  
Decision Making ◽  
Public Understanding ◽  
Evidence Based ◽  
Vaccine Acceptance ◽  
Quantitative Survey ◽  
And Behavior ◽  
Low Uncertainty ◽  
High Uncertainty ◽  
Over Time

Communication regarding COVID-19 vaccines requires evidence-based strategies. We present findings from a quantitative survey measuring participants’ understanding, trust, and decision-making in response to information conveying low or high uncertainty regarding the vaccine. Communication conveying high uncertainty led to lower self-assessed understanding but higher actual understanding of possible outcomes. Communication conveying low uncertainty increased vaccine acceptance by those who previously opposed vaccines. This indicates that communicating uncertainty may have different effects over time and that adjusting messaging depending on audiences’ prior vaccine attitudes might be important. These findings support the need for further investigation of how uncertainty communication influences vaccine acceptance.

The Policy Dilemma

2021 ◽  
pp. 126-148
Author(s):  
Patrick Weller ◽  
Dennis C. Grube ◽  
R. A. W. Rhodes
Keyword(s):  
Decision Making ◽  
Civil Service ◽  
Political Risk ◽  
Evidence Based ◽  
Policy Debates ◽  
Evidence Based Policy ◽  
Good Policy ◽  
The Many ◽  
Inherent Part

The chapter considers the dilemmas that underpin policy debates: the civil service argument for evidence-based policy, the need for ministers to balance good policy and good politics, and the advisers’ challenge to manage the politics of issues. Friction is an inherent part of the policy dilemma in all cabinet systems as evidence-based assessments of the ‘best’ policy solution have to be filtered through the many layers of politics and negotiation that surround cabinet decision making. It involves ‘puzzling’ through to imperfect solutions in order to mitigate and manage political risk.

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