Ask What Evidence Would Change Your Mind

Evidence-based management treats a decision as a claim to test, not a preference to defend. Use four lenses: local data, external evidence, stakeholder values, and experienced judgment. The useful discipline is naming what would change your mind before the room starts defending a favorite answer. That single move exposes weak evidence, overconfident stories, and dashboards that measure activity instead of consequence. In a workplace decision, the goal is not perfect proof. The goal is a transparent threshold: enough evidence for the stakes, with uncertainty stated clearly.

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