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What’s the deal with ‘evidence-based practice’? Aren’t we all evidence based?

Jonny

To an extent, yes - we all use evidence. But as we argue in our positioning paper, In search of the best available evidence, there are two big things we tend to get wrong when using evidence to inform decisions.

First, we’re often not great at gauging the quality of evidence we’re looking at. There is a well-established hierarchy of scientific evidence on cause-and-effect relationships. The ‘gold standard’ is randomised controlled trials, which carry a good deal more weight than, say, simple before-and-after studies, and far more than surveys run at one point in time. If we can take note of this hierarchy in looking at evidence, we are well on the way to making more reliable, better decisions.

Second, we tend to cherry pick evidence that supports our pet theory. It feels great when you find a piece of research that confirms what you long suspected. But barring the ridiculous, the chances are you’ll be able to find research – even good quality research – to back your opinion whatever it is. To find out if a technique is really worth replicating, we should look at the wider body of evidence. So sitting above the hierarchy of single studies, we have a ‘platinum standard’ of systematic reviews and meta-analyses.

Evidence-based HR means being anti-fad and willing to face uncomfortable truths. But it’s hugely important. Relying on weak evidence can feel politically expedient (staying in line with what your boss expects to see) or compelling (in tune with the zeitgeist, intuitively right), yet at its worst it gives little more than a 50% chance of success, the equivalent of flipping a coin. If a decision is important, it’s worth testing the available evidence in this light: how much more scientific is it than a coin toss?

There are plenty of thorny questions in evidence-based HR but the basic principles are pretty simple and more importantly, worth striving for. Our hope is that this forum will help put people these principles to work and grapple with the challenges. Thoughts?

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  • Enjoyed the challenge to this posting, I was nodding in agreement when I read...'first, we’re often not great at gauging the quality of evidence we’re looking at. '

    And then feeling the heat of my own tendencies when I read...'second, we tend to cherry pick evidence that supports our pet theory.'

    Fortunately I am pretty anti-fad so that got the casting vote!? 'Evidence-based HR means being anti-fad.'

    But the point of the posting (for me at least) is that evidence based practice is great in theory but we have to keep an eye out for those common pitfalls...
  • in reply to Stuart
    Thanks Stuart. I do think these are things we can all fall prey to, so it's a question of calling them out and keeping ourselves in check (and there are methods we can use to do this). I think pretty much all of us are prone to fads, whether it's because we're attracted to the latest thinking, or because we like counterintuitive challenges to received wisdom. Equally though, we can be prone to taking received wisdom for granted - which can be just as misguided. In either case, we're following practices or using tools blindly, with no decent idea of whether they will do what we hope. Not so critical if you're spending £20 on a kitchen utensil, say, but really important if you're putting in place a major organisational change intervention. There are some nice descriptions of what makes a management fad by Danny Miller and colleagues e.g. hbr.org/.../spotting-management-fads
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  • in reply to Stuart
    Thanks Stuart. I do think these are things we can all fall prey to, so it's a question of calling them out and keeping ourselves in check (and there are methods we can use to do this). I think pretty much all of us are prone to fads, whether it's because we're attracted to the latest thinking, or because we like counterintuitive challenges to received wisdom. Equally though, we can be prone to taking received wisdom for granted - which can be just as misguided. In either case, we're following practices or using tools blindly, with no decent idea of whether they will do what we hope. Not so critical if you're spending £20 on a kitchen utensil, say, but really important if you're putting in place a major organisational change intervention. There are some nice descriptions of what makes a management fad by Danny Miller and colleagues e.g. hbr.org/.../spotting-management-fads
Children