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Why Most Published Research Findings Are False. Summary There is increasing concern that most current published research findings are false.

Why Most Published Research Findings Are False

The probability that a research claim is true may depend on study power and bias, the number of other studies on the same question, and, importantly, the ratio of true to no relationships among the relationships probed in each scientific field. In this framework, a research finding is less likely to be true when the studies conducted in a field are smaller; when effect sizes are smaller; when there is a greater number and lesser preselection of tested relationships; where there is greater flexibility in designs, definitions, outcomes, and analytical modes; when there is greater financial and other interest and prejudice; and when more teams are involved in a scientific field in chase of statistical significance.

Simulations show that for most study designs and settings, it is more likely for a research claim to be false than true. Figures Published: August 30, 2005 Copyright: © 2005 John P. Bias. Why Most Published Research Findings Are False. PMN presentations recomendations. Steve Jobs Solved the Innovator's Dilemma - James Allworth. By James Allworth | 11:38 AM October 24, 2011 In the lead up to today’s release of the Steve Jobs biography, there’s been an increasing stream of news surrounding its subject.

Steve Jobs Solved the Innovator's Dilemma - James Allworth

As a business researcher, I was particularly interested in this recent article that referenced from his biography a list of Jobs’s favorite books. There’s one business book on this list, and it “deeply influenced” Jobs. That book is The Innovator’s Dilemma by HBS Professor Clay Christensen. But what’s most interesting to me isn’t that The Innovator’s Dilemma was on that list. When describing his period of exile from Apple — when John Sculley took over — Steve Jobs described one fundamental root cause of Apple’s problems.

Anyone familiar with Professor Christensen’s work will quickly recognize the same causal mechanism at the heart of the Innovator’s Dilemma: the pursuit of profit. Which is exactly what had happened to Apple. When he returned, Jobs completely upended the company. Relaxed Consumers See Products as More Valuable - The Daily Stat - October 24. Knowledge growth and the allocation of time. Why Steve Jobs Matters to You - Bill Taylor. By Bill Taylor | 10:31 AM August 30, 2011 Editor’s note: This post was written after Steve Jobs’ resignation in August; upon the news of his death, we think it’s worth another read.

Why Steve Jobs Matters to You - Bill Taylor

All sorts of commentators, on this site and elsewhere, are asking all sorts of questions about the resignation of Steve Jobs as CEO of Apple, Inc. What does it mean for the company’s future? What does it means for the stock price? What does it mean for the computer industry, the music industry, and the media industry? All fine questions, to which I would add one more: What does it mean for you? Few of us have the chance to achieve 1/100th of what Steve Jobs has achieved.

So if you want to use the end of Steve Jobs’s hands-on leadership at Apple to inspire a greater commitment to leadership by you, I’d suggest that you ask these five simple questions — questions that define what it means to be a high-impact leader today. 1. 2. 3. 4. 5. How Great Companies Think Differently. Idea in Brief Traditional theories of the firm are dominated by the notion of opposition between capital and labor, disconnecting business from society and posing conflicts between them.

How Great Companies Think Differently

According to this view, companies are nothing more than money-generating machines. By contrast, great companies use a different operating logic. They believe that business is an intrinsic part of society, and like the family, government, and religion, has been one of its pillars for centuries. Great companies work to make money, but in their choices of how to do so, they consider whether they are building enduring institutions. There are six facets of institutional logic, which radically alters leadership and corporate behavior: a common purpose; a long-term view; emotional engagement; community building; innovation; and self-organization.

Artwork: Sarah Morris, Midtown—HBO/Grace, 1999, Gloss household paint on canvas, 213.4 × 213.4 cm.