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5CO02 EVIDENCE-BASED PRACTICE
- February 12, 2025
- Posted by: Fletcher Samuel
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The 5CO02 Evidence-Based Practice module helps learners understand how to collect and use both qualitative and quantitative evidence. It also develops critical thinking skills.
In this module, learners explore the ethical side of decision-making in organisations by analysing information and evidence to assess their value.
Table of Contents
Learning outcomes
By the end of this unit, learners will fully understand the following concepts, which will be assessed at the end of the course.
- Gain a deep understanding of strategies that support critical thinking and the use of evidence to improve decision-making.
- Recognize the importance of ethical decision-making and develop ways to address challenges in people management within the workplace.
- Learn how to measure the impact of people-focused practices on an organization.
Strategies essential for effective decision-making and critical thinking
Learners will explore the key ideas behind evidence-based practice and how they apply to decision-making in people management. They will understand that making effective decisions requires logical thinking, reliable evidence, and well-justified conclusions. Different decision-making models will be introduced, such as rational models, individual vs. team decision-making, bounded rationality, group polarization, and groupthink. Students will also learn how professionals select and interpret evidence to analyze workplace challenges and develop solutions. This involves critically reviewing theories, analyzing evidence from various sources, forming conclusions, and developing well-supported arguments.
Students will also learn how to assess organizations using different tools and methods to identify challenges, problems, and opportunities. Various analytical tools will be explored, such as Porter’s Five Forces for analyzing competitive environments, Force Field Analysis for taking action after identifying root causes, and strategic reviews for finding new value-creating opportunities. Other tools covered include the Ansoff Matrix, Fishbone Analysis, Root Cause Analysis, Critical Situation Analysis, Balanced Scorecard, Target Operating Model, and McKinsey 7S. Learners will also study different research methods like interviews, job analysis, surveys, observations, and benchmarking organizational performance.
This unit also introduces the principles of critical thinking, teaching students how to assess their own and others’ ideas. Critical thinking involves objective reasoning, questioning the validity of evidence, and being aware of conscious and unconscious biases. Learners will practice distinguishing facts from assumptions, avoiding misinformation, and ensuring their conclusions are based on sound reasoning.
Finally, students will examine how ethical perspectives influence decision-making. They will explore ethical theories such as communitarianism and utilitarianism and understand values like fairness, honesty, democracy, and equality. Topics covered include ethical dilemmas, the role of ethics in leadership, and how different ethical viewpoints shape workplace decisions. Learners will also analyze ethical challenges in managing employee performance, disciplinary actions, and workplace culture.
Assessment Questions
- AC 1.1 Evaluate the concept of evidence-based practice including how approaches to evidence-based practice can be used to provide insight that supports sound decisionmaking across a range of people practices and organisational issues.
- AC 1.2 Evaluate one appropriate analysis tool and one appropriate analysis method that might be applied by organisations to recognise and diagnose issues, challenges, and opportunities.
- AC 1.3 Explain the main principles of critical thinking including how these might apply to your own and others’ ideas to assist objective and rational debate.
- AC 1.4 Explain two decision-making processes for achieving effective outcomes
- AC 1.5 Assess how two different ethical perspectives can be used to inform and influence moral decision-making.
- AC 3.1 Appraise two different ways organisations measure financial and non-financial performance, providing one example of each.
- AC 3.2 Explain how people practices add value in an organisation and identify two methods that might be used to measure the impact of people practices.
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