Evidence-based decision-making (EBDM)—the practice of using the best available evidence from various sources to guide decisions—is essential for any organization’s success. A new study from Carnegie Mellon University reveals what makes EBDM effective, emphasizing the importance of collaboration across three key networks.
Traditionally, EBDM research has focused on the decision-maker as an individual. But this study argues that effective EBDM relies on extensive communication with others. “To effectively integrate different types of evidence into decision-making, it’s crucial to engage with others,” the researchers explain. These interactions bring in the skills and knowledge needed for a well-rounded decision.
Multiple sources
EBDM goes beyond just searching online databases. It requires using multiple sources of data that have been carefully vetted, and, importantly, it involves connecting with people. This approach is relevant in many fields, from criminal justice and construction to healthcare and policymaking.
The researchers reviewed over 5,000 articles on EBDM in organizations, narrowing their focus to about 100 studies that were empirical and centered on implementation. These studies took place in public health departments, hospitals, environmental facilities, and NGOs. The researchers then evaluated how well each study used four types of evidence: scientific research, organizational data (like patient or client information), stakeholder insights, and practitioner expertise. They also looked at whether the study followed the six phases of EBDM: asking, acquiring, appraising, aggregating, applying, and assessing.
The study identified several factors that support effective EBDM, such as an organizational culture that values science over politics, well-informed decision-makers, and access to clear, concise summaries. However, the standout finding was the importance of collaboration. While EBDM is often discussed in terms of individual decision-making, the real-world practice involves significant input from others—both in gathering the necessary evidence and in figuring out how to use it.
Crucial support
The study highlighted three crucial networks that support EBDM: connections with researchers (both inside and outside the organization), stakeholders (those affected by the decision), and communities of practice (people with similar roles). The study concluded that building and maintaining these networks is key to successful EBDM.
“Developing strong connections within these networks is essential for making good organizational decisions,” the researchers conclude. Therefore, organizations committed to EBDM should focus on creating and maintaining these vital relationships.
