Evidence-based decision-making is a social endeavor

Abstract

Evidence-based decision-making (EBDM)—using the best available evidence from multiple sources to make informed decisions—is critical to the successful functioning of any organization. Much of the literature on EBDM has focused on the decision-maker as an individual. Yet to be most efficient and effective, EBDM requires extensive communication with others. Our review of the body of research on EBDM shows that it is typical for several individuals and groups to contribute to evidence-based decisions. These varied participants provide the skills and knowledge needed to incorporate diverse types of evidence into the decision process. We have found that conversations and interactions through three distinct networks contribute to successful EBDM. These networks consist of decision-makers and their staff and either (a) researchers in a relevant field; (b) stakeholders in the community or organization; or (c) colleagues with similar responsibilities and challenges, which we call communities of practice. Building social connections with people in each of these networks enhances a person’s ability to make good decisions for an organization. It is therefore imperative that organizations engaging in EBDM have ongoing programs and policies geared toward creating and maintaining these three critical connections.