1. Evidence-Based Management
Leading an EBMgt Culture Change
Denise M. Rousseau
H.J. Heinz II University Professor of Organizational Behavior
Carnegie Mellon University
denise@cmu.edu1
2. CULTURE IS…
What an organization or community is
(not merely something it has)
A bundle of complex, social learning
(Including assumptions, values, beliefs,
norms, practices, and meanings)
Attached to any social unit
(department or organization, community or
society, etc.)
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3. Culture(s) of EBMgt
Local--led by an influential person, staff or
manager
Dominant--basis of common understandings and
shared values
Interventions-- EBMgt produces practices that
can be a catalyst for a bundle of cultural changes
Process changes such as after action reviews can
involve aspects of culture, e.g.,norms, patterns of
behaviors, artifacts
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7. Connections Among Layers of
Culture
Assumptions are difficult to revamp directly….subject
to revision when other layers (of EBMgt culture) are in
place
Values and Norms are easier to revise--subject to
incentives and attention…they shape the meaning of
using evidence in decisions
Patterns of behavior can be superficial, unless Values
and Norms support them.
Artifacts can reinforce PoBs, Norms & Values…EBMgt
tools can span levels
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8. Culture-Creating Signals…
Focus of attention: What do managers pay attention
to, measure, and control? Improvements and problem solving
vs short-term deliverables
Reactions to crisis and critical incidents: What
messages do we send? Is learning appreciated more than
avoiding mistakes?
Modeling: Leaders show how to do it. How to diagnose
problems in an evidence-based fashion, to search for evidence, etc.
Reward systems: Who gets selected? Promoted?
Who leaves? Are stated values rewarded in practice?
Structural signaling: What values do budget decisions
and other formal actions reflect? Do processes promote
evidence-based practices?
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9. EBMgt to Improve Performance
Locally through the actions of
individuals and small groups – builds
local excellence (How to overcome
the performance paradox?)
Organizationally through the
coordinated efforts across units and
departments
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10. Linking Subcultures/Subgroups
Same motivation system: same metrics,
incentives, socialization/dev’t
Coordination: familiar w/each other, share
information, collaborate via informal ties,
task forces, etc.
Problem solving to manage
interdependencies
Reactive: solve current problems
Proactive: solve anticipated problems
11. Linking the Subcultures
to Improve Processes
Dominant
Culture
Counter
Culture
SubcultureSubculture
Culture Map
Same Motivation
System & Metrics
Different
Motivation &
Metrics
Inter-unit
Problem Solving
Mechanisms
Reactive for
existing problems
Proactive for
anticipated ones
Inter-unit
Coordination
Staff familiar
w/ each
other
Share
information
Cooperate
“The commons”
“A linkage breakdown”
12. PATH OF CHANGE
Old Mindset
Transition
New Mindset
Constructive
dissatisfaction
Belief
that change
Is possible
Credible
vision
Practical
first steps
Manage
losses
Active
practice
Institutionalize
to make it
last
13. PATH OF CHANGE
Old Mindset Transition New Mindset
Constructive
dissatisfaction
Belief
that change
Is possible
Credible
vision
Practical
first steps
Manage
losses
Active
practice
Institutionalize
to make it
last
Stage I II III IV
Chaos
Losses Gains
14. Initiation
Evidence of Need for Change? Compelling to
whom?
Assessing Readiness: Trust? Current
conditions?
Translate Evidence for Stakeholders:
Constructive dissatisfaction
Initial Design:
Who is involved? Whose interests? Goals?
How will new interdependencies be managed?
Problem-solving Processes: Reactive and Proactive
Sequencing Changes: First things
first, second..
Facilitators to ease initiation?
15. Managing The Transition
Prepare transition to new
Train
Support people to move into broader roles
Managing new interdependencies and relationships (build
familiarity, shared interests)
Manage losses (via resources/commitments)
Skills
Job security
Future opportunities
Reinforce two-way communication
reduce inevitable uncertainty/ambiguity
assess needs/progress—adjust change plan
16. Managing the Transition
(continued)
Adopt interim project-orientation (short term
deliverables, goals, quick feedback)
Expand Practices Change Effects & People It
Involves
End the old
Symbolic (e.g., new job titles, designations)
Practical (e.g. tear down walls)
Formal acknowledgement (Celebration)
Feedback and redesign
Periodic evaluation against metrics (lead vs lagged)
User participation in interpreting data and redesign
17. Institutionalization
Is “change” now routine? (check occurrence)
Re-examine linkages: How changed? New
supports needed?
Assess “fit” of HR practices, org’l
structure, etc. Align as appropriate…
Feedback and Redesign (greatest gains
come from subsequent improvements, not
initial change AND nothing’s perfect the first
time)
Learning: Can other parts of org benefit from
this change experience? Propagate