scholarly journals Leading Diversity in Organizations: Evidence-Based Tips, Strategies, and Takeaways

2021 ◽  
Author(s):  
Stephanie J Creary
Keyword(s):  
Decision Making ◽  
Evidence Based ◽  
Senior Managers ◽  
Organizational Decision Making ◽  
Diversity And Inclusion ◽  
Extensive Bibliography

Multiple evidence-based strategies employed by multiple people with varying degrees of control over organizational decision-making are instrumental to leading diversity effectively in organizations. In this document, I offer a variety of research-supported strategies that individual contributors, manager/leaders, and senior managers/executives can use to improve diversity and inclusion in their organizations. There is also a pretty extensive bibliography following the table.

Evidence-based management of Caribbean health systems: barriers and opportunities

2017 ◽  
Vol 22 (2) ◽  
pp. 104-117 ◽  
Author(s):  
Damian Eisenghower Greaves
Keyword(s):  
Decision Making ◽  
Health Systems ◽  
Policy Development ◽  
Small Island ◽  
Evidence Based ◽  
Senior Managers ◽  
Content Type ◽  
Island States ◽  
Leadership Strategy ◽  
Barriers And Opportunities

Purpose The purpose of this paper is to explore and assess barriers and opportunities for evidence-based management (EBMgt) and decision-making in healthcare systems of the small island developing states (SIDSs) of English-speaking Caribbean. Design/methodology/approach The study utilized grounded theory to collect and analyze data on experiences and perceptions of 20 senior managers/leaders from seven Ministries of health in the region. It used semi-structured, in-depth interviews comprising open-ended questions. Data analysis comprised open, focused and theoretical coding. Findings EBMgt and decision-making is not a prominent approach taken by top officials of health systems because of internal and external barriers to its use. Indeed the absence of a culture of decision-making based on evidence pervades the public services of Caribbean island states. Notwithstanding, there are opportunities for meaningful application of this management/leadership strategy. Originality/value To the author’s knowledge, this is the first assessment of the application of EBMgt to health systems of SIDSs of the Caribbean. This paper is concerned with the approach to decision-making in health systems across island states and lends support to the use of evidence in decision-making and policy development. It provides useful direction for policy makers, and senior managers/leaders of these systems.

Towards more inclusive organizational decision making

2018 ◽  
Vol 32 (2) ◽  
pp. 31-33
Keyword(s):  
Decision Making ◽  
Design Methodology ◽  
Collective Learning ◽  
Firm Level ◽  
Organizational Decision Making ◽  
Content Type ◽  
Organizational Creativity ◽  
Diversity And Inclusion ◽  
Pertinent Information ◽  
Practical Implications

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the papers in context. Findings Diversity and inclusion are key to enhancing organizational creativity. Current training programs are somewhat limited though. Practitioners can increase learning effectiveness at individual, group, and firm level by developing a framework that enables differences in role, status, and identity to be overcome. The truly collective learning that can emerge is able to considerably enrich decision-making. Practical implications The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information, and presenting it in a condensed and easy-to-digest format.

From data and measures to meaningful decisions: Designing useful information for senior managers and boards

2009 ◽  
Vol 17 (3) ◽  
pp. 188-201 ◽  
Author(s):  
Julian Jenkins
Keyword(s):  
Decision Making ◽  
Information Overload ◽  
Information Design ◽  
Decision Makers ◽  
Senior Managers ◽  
Organizational Decision Making ◽  
New Horizons ◽  
Government Decision ◽  
Alternative Approach ◽  
Analytical Approaches

Analytical approaches to organizational decisionmaking, with their heavy reliance on data, measures and increasingly sophisticated IT, work well for solving tame problems, but not for the wicked problems which increasingly confront organizational and government decision-makers. An alternative approach, drawing on the ancient tradition of rhetoric and focusing on the way that meaning is constructed and communicated, opens up new horizons for enabling decision-makers to overcome the problem of information overload and make good decisions. Applying this approach opens up new opportunities for information design to play a crucial role in organizational decision-making.

Abstraction: An alternative neurocognitive account of recognition, prediction, and decision making

2020 ◽  
Vol 43 ◽  
Author(s):  
Valerie F. Reyna ◽  
David A. Broniatowski
Keyword(s):  
Decision Making ◽  
Software Engineering ◽  
Systems Engineering ◽  
Evidence Based ◽  
Extensive Literature ◽  
Trace Theory ◽  
Fuzzy Trace Theory ◽  
Abstract Representations ◽  
Technical Systems

Abstract Gilead et al. offer a thoughtful and much-needed treatment of abstraction. However, it fails to build on an extensive literature on abstraction, representational diversity, neurocognition, and psychopathology that provides important constraints and alternative evidence-based conceptions. We draw on conceptions in software engineering, socio-technical systems engineering, and a neurocognitive theory with abstract representations of gist at its core, fuzzy-trace theory.

Debates in Dysphagia Management: How Do You Use Evidence-Based Practice in Your Dysphagia Patient Care?

2011 ◽  
Vol 20 (4) ◽  
pp. 121-123
Author(s):  
Jeri A. Logemann
Keyword(s):  
Decision Making ◽  
Patient Care ◽  
Clinical Outcomes ◽  
Clinical Judgment ◽  
Clinical Decision Making ◽  
Evidence Based Practice ◽  
Clinical Decision ◽  
Evidence Based ◽  
Clinical Method ◽  
Do So

Evidence-based practice requires astute clinicians to blend our best clinical judgment with the best available external evidence and the patient's own values and expectations. Sometimes, we value one more than another during clinical decision-making, though it is never wise to do so, and sometimes other factors that we are unaware of produce unanticipated clinical outcomes. Sometimes, we feel very strongly about one clinical method or another, and hopefully that belief is founded in evidence. Some beliefs, however, are not founded in evidence. The sound use of evidence is the best way to navigate the debates within our field of practice.

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