Are there any benefits to implementing evidence based decision making?

improving decision-making processes; improve the evaluation of process performance and ability to achieve goals; improve the effectiveness and efficiency of operations; improve the ability to review, challenge and change opinions and decision-making; Improve the ability to validate the validity of past decisions.

Evidence-based decision-making is the theory that data and information and their uncertainties are scientifically processed to form evidence, and decisions are implemented based on evidence. Evidence-based decision-making can support both the operational and strategic levels.

Extended Resources: 1. Elements of evidence-based decision-making:

1. The most appropriate nursing research basis available;

2. Personal skills and clinical experience of nursing staff;

3. The patient's actual situation, values and wishes.

These three elements must be organically combined, and the concept of research to guide practice and research to drive practice can make progress in the nursing discipline. At the same time, the accumulation of experience of professional nursing staff is also an indispensable asset for nursing practice. The central idea of holistic care is to be patient-centered, starting from the patient's actual situation, which is also the basic starting point of evidence-based care, if only focusing on the so-called best behavior of uniformity.

Individualized care will be neglected.

Second, the principle of enterprise management system.

1. The principle of applicability and the formulation of the system should be based on the actual situation of the enterprise, according to the scale of the enterprise, business characteristics, industry type, technical characteristics and the needs of management communication, etc., the system should reflect the characteristics of the enterprise, ensure that the system specifications are feasible and applicable, and avoid being unrealistic.

2. Scientific principles and systems should follow the objective laws of management, and institutionalized management must obey the general principles and methods of management, and violating the principles will only lead to failure.

3. The principle of necessity.

The formulation of systems should be based on needs, and there should be no shortage of necessary systems, and no unnecessary systems should be required, otherwise the normal activities of the organization will be disrupted.

4. The principle of legality and the content of the formulated system should maintain a certain degree of consistency with the relevant laws, decrees and regulations of the state and the state, and must not be violated.

Third, the importance of enterprise management system.

Enterprise management systemThe modern enterprise management system is the institutional arrangement of enterprise management activities, including the company's business objectives and concepts, the company's goals and strategies, the company's management organization and the provisions of various business functional areas. The enterprise management system is the general name of the regulations and guidelines that the employees of the enterprise must abide by in the production and operation activities of the enterprise, and the manifestation or composition of the enterprise management system includes the organization of the enterprise.

Design, division of functional departments and division of functions, job responsibilities and work descriptions, professional management systems, work or processes, management forms and other management system documents.

Evidence-based decision-making is the expectation that through a rational decision-making process based on factual evidence and systematic logical reasoning, it will bring the best results of rationality and reduce the waste of resources and energy in the process of realizing the vision and goals. Lenin's "concrete analysis of specific situations" and "no investigation, no right to speak" when he said "no investigation" also meant that decision-making should be based on evidence. By convincing people with reason-based decision-making, we can find order from chaos, and we can avoid arbitrariness, blindness, emotionality, subjectivity, bureaucratization, self-consciousness expansion, conceited nature, and favoritism, and avoid hasty decision-making under the pressure of passively coping with reality, avoid making erroneous decisions under the subconscious of believing too much in one's own experience, and avoid pseudo-scientific decision-making in which decision-making and argumentation are inverted.

Through systematic evidence-based decision-making, "systems thinking deficiency" can be avoided to a large extent.

At the heart of evidence-based policymaking is "to make policy action more rational and to a greater extent based on 'informed evidence'".

Evidence-based decision-making is the foundation of decisions based on rigorously tested and objective evidence, "helping people make better decisions by putting the best possible evidence at the heart of policy formulation and implementation."

Evidence-based decision-making includes systematic and rigorous methods and rational analysis, and the application of professional knowledge is enhanced in the decision-making process, so as to achieve the optimal choice. The ultimate goal of evidence-based decision-making is to ensure that policy interventions produce the best results, while improving effectiveness, reducing wasted resources and making public spending "value for money".

The meaning of evidence-based decision-making is described below:

Evidence-based decision-making is the theory of scientifically processing data and information and their uncertainties into evidence, and implementing decision-making based on evidence.

Evidence-based decision-making can support both the operational and strategic levels. Evidence-based decision-making requires a systematic approach, rational analysis, and the support of professional knowledge to achieve optimal results. Irrational thinking, wrong data and information can lead to wrong decisions, and wrong decisions can lead to wrong paths, so that they simply cannot achieve their goals, and even cause irreversible losses to achieve.

The main points of bounded rational decision-making are as follows:

1) There is a certain contradiction in the connotation of the means-target chain, and a simple means-target chain analysis will lead to inaccurate conclusions.

According to Simon, the sequential system of the means-goal chain is seldom a systematic and comprehensive chain, the connection between the organizational activity and the basic ends is often ambiguous, and these basic ends are also an incomplete system, and there are conflicts and contradictions within these basic ends and within the various means chosen to achieve these ends.

2) The decision-maker pursues rationality, but not maximizes rationality, he only asks for bounded rationality.

This is because human knowledge and insight are limited, and decision-makers cannot grasp all the information or understand the detailed rules of decision-making. For example, human beings have limited computing power, and even with the help of computers, they are unable to process a huge number of variable equations. Human imagination and design capacity are limited, and it is impossible to list all the alternatives.

People's value orientation is not static, and the purpose changes from time to time; Human purposes are often pluralistic and contradictory, and there is no unified standard. Therefore, as an individual who initiates decision-making, his bounded rationality restricts him from making completely rational decisions, and he can only try to pursue bounded rationality within his ability.

3) Decision-makers pursue the "satisfaction" criterion in decision-making, rather than the optimal criterion.

In the decision-making process, the decision-maker sets a minimum of requirements and then examines the available alternatives. If there is an alternative that satisfies the minimum requirements that have been set, the decision-maker has met the standard of satisfaction, and he is reluctant to look into or look for better alternatives.

The public decision-making process is generally divided into five steps: the definition of public issues, the establishment of decision-making objectives, the design of decision-making schemes, the effectiveness of decision-making, and the selection of decision-making schemes.

Definition of public issues.

The analysis and definition of public issues is the starting point for decision-making. Public problems refer to those social problems that have affected people's normal lives. The gap between the actual state and the expectations and ideals of society has led to a variety of social problems.

When policymakers perceive that a certain social problem has attracted widespread attention and discussion in society, and that the social problem itself really needs to be solved, and that it is also a matter within the scope of their authority, the decision-maker will put it on the agenda and study and deal with it as a public issue.

Establishment of decision-making objectives.

The goal of decision-making is the desired effect that the decision-maker wants to achieve by taking a certain course of action. The conditions that should be met for a reasonable decision-making goal are: The goal must be specific and targeted.

Objectives must be realistic. The goal of policymaking must be based on reality and do what is within one's ability, and the goal of surpassing the actual level of productive forces is divorced from reality and is undesirable. The goal must be systematic.

This is determined by the complexity and multi-layered nature of public issues, which requires that the decision-making objectives should also be matched by multi-layeredness. Decision-making goals must be flexible, goals are future-oriented, there is a process for achieving goals, and the development of problems is uncertain, and there is almost no immutable scenario.

Design of decision-making scenarios.

Scheme design is the process of designing various possible solutions to achieve the goals according to the decision-making goals for public problems. This process is vividly called the process of "bold assumptions and careful verification", that is, first bold assumptions, put forward various scheme design outlines, and then carry out strict and meticulous concretization of scheme outlines.

Decision-making effect.

Decision-making is future-oriented, its implementation is irreversible, and the effects can be either in line with people's subjective wishes or contrary to them. This requires that the decision-making system must be done well, and the future decision-making environment and changes in the object must be grasped. Through **, it helps decision-makers to recognize and control the uncertainty of the future, and reduces ignorance of future changes to a minimum.

Choice of decision-making options.

Scheme selection is to evaluate, compare, weigh the pros and cons of various options designed, and select a more satisfactory scheme from them. There is a standard problem in the selection of the decision-making program, and it is generally believed that the following conditions must be met: the decision-making plan should be conducive to the realization of the decision-making goal, reflect the greatest possible benefit, the risk of achieving the decision-making goal should be as small as possible, the plan should be feasible, and the negative effect (i.e., negative effects) after the implementation of the plan should be as little as possible.

It is the main responsibility of the decision-maker to choose the decision-making plan, and in order to make the plan meet the conditions, the decision-maker must organize experts and scholars to conduct feasibility analysis and research.