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Quote for the Day © 2013 University of Notre Dame. All rights reserved. This PowerPoint presentation may not be duplicated, distributed or excerpted without the University’s advance written consent.
City of Indianapolis Office of Sustainability Greening of the City-County Building Initiative Based on the prior Empire State Building project What are your recommendations to launch this project? © 2013 University of Notre Dame. All rights reserved.
Briefly, what is the main thesis of this article? If doctors practiced medicine like many companies practice management… © 2013 University of Notre Dame. All rights reserved.
Substitutes for Best Evidence Obsolete Knowledge / Past experience Specialist’s skills (your specialization) Hype and Marketing Dogma and Belief / Ideology Uncritical Emulation © 2013 University of Notre Dame. All rights reserved.
Demand Evidence Categorize Internal and External Problems and Potential Solutions Examine Logic Does the evidence apply here? Treat Organization as Unfinished Prototype Create evidence via pilots and experiments Embrace the Attitude of Wisdom “Wisdom begins with the recognition of how little we know” Socrates Create a balance of inquiry and decisiveness © 2013 University of Notre Dame. All rights reserved.
What makes it hard for managers to be evidence based? There is too much evidence There is not enough good evidence People are trying to mislead you You are trying to mislead you © 2013 University of Notre Dame. All rights reserved.
Strength: Strong / Weak / Poor Fit / Incomplete © University of Notre Dame, All Rights Reserved
Trend Analysis and Forecasting Methods Read: “Framework Forecasting” by Peter Bishop Reminder: Trend Analysis Strategy Due __________ Scanning Round 2 Due ____________ Next Session (Class 12) © 2013 University of Notre Dame. All rights reserved.
Presented by Dr Garry Luxmoore MALC President WIAL Australia Chair WIAL Education Committee So, what is the real problem?
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© 2013 Cengage Learning. All rights reserved. CHAPTER 12 GLOBAL2 PENG © DJ Dates/Alamy.
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