Evidence-based leadership, as conceptualized by the authors, is when leaders use evidence from well-conducted research to inform their decision-making process. Trybus relates this concept to scientifically based research whereby there is a control group, a methodology applied, and a specific outcome that can be tested (Trybus, 2007, p. 6). Evidence is thus the result of these tests, though Trybus argues there are major challenges when applying this to the educational field. Patton takes a different approach, focusing on what he calls “better practices”, as opposed to “best practices.” These, he argues can be based on practitioner wisdom as well as evaluation studies, in order that they may be designated as a “triangulated better practice” (Patton, 2007, p. 6).<\/p>\n
Walshe and Rundall aruge there is a gap between research and practice within the healthcare system (Walshe & Rundall, 2001, p. 430). Evidence-based leadership to them is using the practices that have been proven most effective through research in clinical practice. This, they believe requires a slow and steady process of change, and must take into account all the complexities of the practice (p. 449).<\/p>\n
Evidence-based decision making is important because it holds leaders accountable. Many times leaders can rely on what has worked for them in the past, or what they “believe” is the best practice, without ever having tested their beliefs formally. Evidence-based research serves as a way to challenge one’s one beliefs and practices as it offers clearly defined evidence of what works and what does not. However, it is important to continue learning, even when it comes to evidence-based research. Though there may be a “best practice” in a given field, there will always be individuals who do not fit the mould and thus require a different approach. As Trybus suggests in her opening paragraph, should scientific based research move education to a science rather than art? The obvious answer is no. There are limits to research and leaders must use their own experience, wisdom and judgment alongside evidence. Having the mindset that we are always learning can help avoid making decisions based on emotion or untested beliefs as it forces us to continue to challenge these beliefs and practices.<\/p>\n
How can you build an “evidence-based culture” while also respecting and valuing the experience and wisdom of others in your workplace?<\/p>\n
References<\/p>\n
Patton, M. (2001). Evaluation, knowledge management, best practices and high quality lessons learned.\u00a0American Journal of Evaluation, 22<\/em>(3), 329-336.<\/p>\n Trybus, M. (2007). Understanding scientifically based research: A mandate or decision making tool?\u00a0Delta Kappa Gamma Bulletin, 73<\/em>(4), 5-8.<\/p>\n Walshe, K. & Rundall, T.G. (2001). Evidence-based management: From theory to practice in health care.\u00a0The Millbank Quarterly, 79<\/em>(3), 429-457.<\/p>\n