[1] As with other evidence-based practice, this is based on the three following principles: While, like its counterparts in medicine,[4] and education[5] EBMgt considers the circumstances and ethical concerns managerial decisions involve, it tends not to make extensive use of behavioral science relevant to effective management practice.
[6][7][8][9] Evidence-based management proceeds from the premise that using better, deeper logic and employing facts to the extent possible permits leaders to do their jobs better.
The EBMgt website maintained at Stanford University provides a repository of syllabi, cases, and tools that can inform the teaching of evidence-based management.
Little shared language or terminology exists, making it difficult for managers to hold discussions of evidence or evidence-based practices.
[14][15] From this perspective, what counts as "evidence" is considered as intrinsically problematic and contested because there are different ways of looking at social problems.
One response is to include a balanced treatment of such issues in reviewing and interpreting the research literature for practice.
Aristotle, in works like Rhetoric, reasons that the way to test knowledge claims is to set up an inquiry method where a sceptical audience is encouraged to question evidence and its assumptions.
[1] Some of the people conducting research on the effects of evidence-based management are Jeffrey Pfeffer, Robert I. Sutton, and Tracy Allison Altman.