A REFLECTION ON EVIDENCE-BASED MANAGEMENT PRACTICE
Table of Contents
Appendix 1: Feedforward of outcomes. 9
For the Cii, the aspect of evidence-based management is designed with an intention to have an effective and credible understanding of how the underprivileged UK citizens, especially focusing on the areas of South Wales where the growing rate of crime and antisocial behaviour would potentially be reduced and they would be systematically deviated from such negative impacts on the society and have them involved in good working lifestyles where the required sources would be made available to the same individuals (McCowan et al. 2018). The evidence-based management would consider the 6A’s theory where the elements such as asking, acquiring, appraising, aggregating, applying and assessing would be some of the key aspects of the overall theory (Rynes and Bartunek, 2017). According to this framework, I have successfully discussed the aspect of how these individuals would be questioned about their experiences in their residential areas and how they have been motivated to perform such damaging works, something that is detrimental for both them and the community and then conducting a critical evaluation would be executed to effectively comprehend their psyche and then start implanting the changes from there (Lamartina et al. 2017). The whole experience of working with so many people and finding their sides of the stories have been a wholesome experience for effective evidence-based management experiences. It has also been really effective for my own perception of how to work so many different and variety of individuals at the same time while ensuring that they are all able to receive the required services and that visible changes are made accordingly (Chapman et al. 2020).
Figure: 6A’s framework of evidence-based management
The overall experience had led me to the successful development of the skills of the effective decision-making process, something that had helped me to effectively to consider situations like these and to quickly make the decisions, exactly appropriate and suitable for those specific circumstances (Adeani et al. 2020). The entire experience of working with so many different people who had a history of performing so many crimes, from mild to crimes that have had them in prison for years, and then knowing and understandings their stories were at time overwhelming. Having a comprehensive understanding of these individuals and then effectively take the necessary decision something that would be suitable for their overall development have been really effective (Addison et al. 2018). Finding and helping these individual to recognise their personal skills and their employability skills and then motivating them to do something productive and functional both for them, and for their community have been a wholesome experience for me. It was however, at times was difficult, to work with such variety of individual who have had so many traumas and bad experiences that led to the developments of psychological anomalies something that could get difficult to work with at times. It is very likely that these individuals could potentially be in situations where they are not in control of their emotions and are. Not able to cooperate, however, that possibility remained a possibility and I and our team were able to effectively perform and gain as much experiences as much as they did (Wang et al. 2017).
On behalf of the organization Cii, we have conducted an effective and implemented a decision-making model, something that would help us guide us to take effective decisions and then effectively conduct the necessary processes something that could potentially contribute to the development of an effective management (Ten Have et al. 2019). In terms of the evidence-based management decision making model, considering the best available scientific decisions and then taking the best available experimental evidence into consideration, would be required for us to come to a discussion. The model also illustrates that the best available organisational evidences are also to be considered for a better and much more effective insights on these areas and a clear comprehension of the organisational values and considering the stakeholder’s concerns are also an effective way how the entire decision-making model went by (Teede et al. 2018). However it is very important to note that, since the Cii is a non-profits organisation, most of the stakeholders are those who are accessing the services of the organization, that is the section of the society who are at disadvantage and are not able to get back to the normal lives due to the certain limitations of the resources to them and the aspect of complications of their accessibility (Stouten et al. 2018). Relying on the evidences that are available at the disposal have been a consistent consideration for us and we were able to have an effective management with the involvement of the mentioned category of evidences and have affected how we were able to conduct the overall management during the development of the company’s proposal.
Figure: Decision-making process of evidence-based management
(Source: Stouten et al. 2018)
In order to provide services and elevate the individuals within our community who are at huge disadvantage have been some of the consistent priorities of us. It has been aa consistent motto for our project to provide services to these individuals in South Wales, initially and then slowly expanding the entire range have been a consistent aspect of the entire project. Running sustainability for our non-profit organisation while creating opportunities for these individuals have been some of the key aspects of the proposed project (Rynes et al. 2018). Allowing them to learn new skills, help the main qualifications, allowing them to improve confidence and while at the same time allowing them to elevate their self-esteem are some of the primary objectives of the project, something that have helped us stay motivate and heavily concentrated during the execution of the entire project (Chapman et al. 2020). Creating social and mechanic enterprises have been introduced by us to effectively generate better income for our organisation while ensuring that these individuals are able to learn new things and are able to contribute to the community with their services while also able to have some earnings for themselves (Rynes and Bartunek, 2017). It had eventually created opportunities for the community to gain commercial incomes, the organization also is able to fund a lot of other aspects of their organisation and the project effectively to support and continue to provide services to this particular section of the society consistently. Credible locations have been identified and the with the effective involvement of the teams, we have been ab le to avail all the necessary resources and information and insights such as identifying the competitors for our potential enterprises, predicting the cost and outline them effectively (McCowan et al. 2018).
Over all we have been able to conduct the proposal analysis for the project that is to have a credible plan, design the projects and then manifest the enterprises that have been in the process of making for a while helping the individuals who are at the societal disadvantage and is unable to receive any sorts of credible aspects of the overall data management that has been a sustainable development for the organisation ad for the potential enterprise (Lamartina et al. 2017). The aspect of acquiring a commercial income have been a consistent effort and therefore conducting thee analysis have been extremely fulfilling for me and our team who were directly involved int the overall development of the project and have helped me and the organisation and the entire community at all the steps of the organisational developments (Jordan et al. 2018). As much as it has been considerably contributing the overall project, it has also been extremely difficult where working with all kinds of individuals and then finding the most effective resources and insights that would be suitable for the overall development of the project and then credibly implementing them to effective improvements have been extremely difficult (Chapman et al. 2020).
Arranging considerable amount of focused group discussion and accessing better background information regarding the project would be helpful in the near future, where accessing all the current projects that Cii is potentially under would help us to gather better insights into the organisational standards and how they would like to go about the this new enterprise, where the priority is the people who at a huge societal disadvantage overall (Armstrong and Taylor, 2020). The overall aspect of gathering all the credible information, while focusing on all the necessary outcomes of the projects and then having them as the objectives would potentially help reach the organisational goals much faster and better in the near future (Adeani et al. 2020). The aspect of having an understandings of what are the possible things that the organisation is expecting from this current project and what are the necessary elements that could be effective for the overall developments for the projects, would be duly considered while ensuring all the aspects of the project proposal is well taken care of and that the consistency and quality managements have been effectively conducted with the involvement of the team leaders and expertise to be able to take better decisions and consider the best evidences possible for an effective evidence-based management practice (Addison et al. 2018).
Addison, P.F.E., Collins, D.J., Trebilco, R., Howe, S., Bax, N., Hedge, P., Jones, G., Miloslavich, P., Roelfsema, C., Sams, M. and Stuart-Smith, R.D., 2018. A new wave of marine evidence-based management: emerging challenges and solutions to transform monitoring, evaluating, and reporting. ICES Journal of Marine Science, 75(3), pp.941-952.
Adeani, I.S., Febriani, R.B. and Syafryadin, S., 2020. USING GIBBS’REFLECTIVE CYCLE IN MAKING REFLECTIONS OF LITERARY ANALYSIS. Indonesian EFL Journal, 6(2), pp.139-148.
Armstrong, M. and Taylor, S., 2020. Armstrong’s handbook of human resource management practice.
Chapman, E.J., Edwards, Z., Boland, J.W., Maddocks, M., Fettes, L., Malia, C., Mulvey, M.R. and Bennett, M.I., 2020. Practice review: Evidence-based and effective management of pain in patients with advanced cancer. Palliative medicine, 34(4), pp.444-453.
Jordan, Z., Lockwood, C., Munn, Z. and Aromataris, E., 2018. Redeveloping the JBI model of evidence based healthcare. JBI Evidence Implementation, 16(4), pp.227-241.
Lamartina, L., Durante, C., Lucisano, G., Grani, G., Bellantone, R., Lombardi, C.P., Pontecorvi, A., Arvat, E., Felicetti, F., Zatelli, M.C. and Rossi, R., 2017. Are evidence-based guidelines reflected in clinical practice? An analysis of prospectively collected data of the Italian thyroid cancer observatory. Thyroid, 27(12), pp.1490-1497.
McCowan, L.M., Figueras, F. and Anderson, N.H., 2018. Evidence-based national guidelines for the management of suspected fetal growth restriction: comparison, consensus, and controversy. American journal of obstetrics and gynecology, 218(2), pp.S855-S868.
Rynes, S.L. and Bartunek, J.M., 2017. Evidence-based management: Foundations, development, controversies and future. Annual Review of Organizational Psychology and Organizational Behavior, 4, pp.235-261.
Rynes, S.L., Colbert, A.E. and O’Boyle, E.H., 2018. When the “best available evidence” doesn’t win: How doubts about science and scientists threaten the future of evidence-based management.
Stouten, J., Rousseau, D.M. and De Cremer, D., 2018. Successful organizational change: Integrating the management practice and scholarly literatures. Academy of Management Annals, 12(2), pp.752-788.
Teede, H.J., Misso, M.L., Costello, M.F., Dokras, A., Laven, J., Moran, L., Piltonen, T. and Norman, R.J., 2018. Recommendations from the international evidence-based guideline for the assessment and management of polycystic ovary syndrome. Human reproduction, 33(9), pp.1602-1618.
Ten Have, S., Ten Have, W., Huijsmans, A.B. and Otto, M., 2019. Reconsidering change management: Applying evidence-based insights in change management practice. Routledge.
Wang, B., Wu, C., Shi, B. and Huang, L., 2017. Evidence-based safety (EBS) management: A new approach to teaching the practice of safety management (SM). Journal of safety research, 63, pp.21-28.
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