5CO02 Evaluate The Concept Of Evidence-Based Practice

AC 1.1 Evaluate the concept of evidence-based practice and assess how approaches to evidence-based practice can be used to provide insight that supports sound decision-making across a range of people practices and organisational issues.

The assessment criteria demonstrated above are taken from the unit 5CO02 Evidence-based practice.

The evidence-based practice has the concept which has the main aim to render the appropriate outcomes. It includes the skills of critical thinking and data evidence analysis combination. The decisions of evidence-based study will provide the outcome in a better way for the organisations. With the help of utilising the evidence-based approach, you can get the outcome in the unbiased way that is appropriate while utilising the managerial options for the personal over assumptions rather than the evidence which is unbiased or factual. With the help of evidence-based practice evaluation, the findings of the whole phenomenon are free from bad decision-making. In the published article by CEBM “Centre of Evidence-Based Management”.

The article publication at the CEBM suggests that individuals who are employed at a versatile level are required to utilise the appropriate available evidence at the time of decision-making. By utilising the evidence-based decision the morally right acts are considered. There are diverse categories of evidence-based practice models utilised for the process of decision making such as the rational model. The rational model refers to the baseline as opposed to the other comparable models. This model follows the methodological rational and scientific approach for making decisions.

Evidence-based practice is also included in the decision-making that is based on the judicious explicit and conscientious utilisation of the appropriate available evidence. Multiple fields are there in which evidence-based practice can be utilised such as human resources, healthcare and management to enhance the results by integrating the experts of individuals with the best evidence of external life. In the context of the organisation, evidence-based practice assists the people in addressing the issues and practices by providing a strong decision-making foundation. For example in human resource management, Evidence-based practice provide guidance for employee engagement training and recruitment strategies through empirical data analysis. These approaches reduce the intuition, reliance or anecdotal evidence that increases the effectiveness and reliability of decisions.

The levels of decision-making which are required to take place in the company are basically 3 to operate it with complete capacity.

Operational Decisions:

The main aim of operational decisions is to determine the way through which the actual activities are going. The decisions are made in this approach regarding what and when. The decision-makers focus on the procedures and processes when they are operating and decisions. Operational decisions are most of the time prepared in real-time and are the result of requirements for making rapid changes or adjustments to achieve the desired results.

Tactical Decisions:

In tactical decisions, the key initiatives are required by the side of the establishment to attend to the overall strategy. For instance, if someone decides to be a top provider in the market then they have to generate the tactics development for instance marketing system implementation and an increase in the trainer’s number to accomplish outcomes. This decision-making layer may sometimes overlooked again when the strong connection between the day-to-day activities and long-term vision is not created. Tactical decision-making is the mission statement domain.

Strategic Decisions:

The main aim of the strategic decision is to deal with the bigger organisation picture. It has a main emphasis on the strategic decision which is external and will give results in future. Strategic decision-making generates the forward organisation thrust.

AC 1.2 Evaluate two micro and two macro analysis tools or methods that can be used in people practice to explore an organisation’s micro and macro environment, and how those identified might be applied to diagnose future issues, challenges and opportunities.

The two main micro-analysis tools include the SWOT analysis and the surveys of employees. SWOT analysis checks out the weaknesses internal strengths, and external threats and opportunities. It also provides our holistic organisations with potential views and improvement areas. The employee survey collects information on the satisfaction of employees and their engagement. The internal opportunities and issues for enhancement.

The two macro analysis tools are industry benchmarking and PESTLE analysis. In PESTLE analysis, the main examination is to external factors like economic technology and legal influences with the identification of the broader opportunities and challenges. The benchmarking of the industry compares the performance of the organisation against the competitor and identifies the best practices and gaps. These tools assist in the diagnosis of future issues by providing comprehensive knowledge of external Trends and internal dynamics, Decision making and strategic planning guidance.

AC 1.3 Explain the principles of critical thinking and give examples of how you apply these yourself when relating to your own and others’ ideas, to assist objective and rationale debate.

Critical thinking includes the evaluation and analysis of the information and argument in a systematic and disciplined manner. The key principles included in critical thinking are accuracy, clarity, precision, logic, relevance, fairness, breadth, and depth.

Clarity certifies the idea are understood easily for example at the time of discussing the new project I can expect the outcomes and clarify the objective. In terms of accuracy, it assists in checking outdoor statement truthfulness. If a colleague provides the data then I will verify the methods and resources. In Precision the specific details can be found easily. At the time of planning meetings, I ask for limited timelines and allocation of resources. In terms of relevance, it assists in focusing on accurate information. At the time of debate, I will steer the conversation back to the significant issue if it will diverge. While dealing with the depth one can assess the complexities. I will explore the underlying reasons at the time of diagnosing the problems of the organisation.

AC 1.4 Assess at least two different ethical theories and perspectives and explain how an understanding of these can be used to inform and influence effective decision-making.

The two main prominent ethical theories are deontology and utilitarianism. Utilitarianism was initiated and introduced by Jeremy Bentham and John Stuart Mill. This theory postulates the best actions that increase the overall utility or happiness. At the time of decision-making, this perspective enhances the evaluation of action consequences to select the one which can give an advantage to many people. For instance, in a business, the approach of utilitarian may prioritise the project which prepares the greatest through the optimistic influence.

Deontology has a great association with Immanuel Kant which emphasises the adherence and duty to the moral rule in all consequences. The decisions are focused on the alignment of actions with ethical principles including fairness or honesty. At the time of practice, the approach of theology in an organisation may lead to enforcing strict guidelines for ethics. Recognising these theories will assist in decision-making and balancing the result with moral principles. Moreover, it certifies the decisions and their ethical value and effectiveness. It also promotes integrity and trust within the organisation.