[SteveDallas]

Originally Posted by Jeffrey Pfeffer and Robert Sutton, 'Hard Facts, Dangerous Half-Truths, and Total Nonsense: Profiting from Evidence-Based Management'

The third flawed and widespread basis for decisions often does the most damage because it is the most difficult to change. It happens when people are overly influenced by deeply held ideologies or beliefs--causing their organization to adopt some management practice not because it is based on sonud logic or hard facts but because managers "believe" it works, or it matches their (sometimes flawed) assumptions about what propels people and organizations to be successful.