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Limitations and Optimizing Applications of Evidence in Evidence-Based Practices in Organizational Change and Development

Limitations and Optimizing Applications of Evidence in Evidence-Based Practices in Organizational Change and Development
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Author(s): Gary N. McLean (University of Minnesota, USA) and Sehoon Kim (University of Minnesota, USA)
Copyright: 2019
Pages: 11
Source title: Evidence-Based Initiatives for Organizational Change and Development
Source Author(s)/Editor(s): Robert G. Hamlin (University of Wolverhampton, UK), Andrea D. Ellinger (The University of Texas at Tyler, USA) and Jenni Jones (University of Wolverhampton, UK)
DOI: 10.4018/978-1-5225-6155-2.ch052

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Abstract

The purpose of this chapter is to offer an overview of evidence-based practice's (EBP) limitations and applications in identifying evidence in OCD. While the concept of EBP is growing rapidly in many fields, there are problems with such an approach. Best practice is a widely used term in business that does not take into account questions like, Best for whom? Where? When? In what organization? In what context? Such questions may be more applicable to some modes of research than others, though business people and OCD professionals may be even less convinced by some modes than others. This chapter explores the limitations of identifying evidence while at the same time identifying ways to apply evidence in spite of its limitations. Accepting the resulting ambiguity will enable practitioners to find value in evidence-based practice.

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