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Management. Gently does it.

Jay Bevington1, Paul Stanton, Ron Cullen

  • 1Clinical Governance Support Team.

The Health Service Journal
|December 3, 2004
PubMed
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Most professionals making judgments about National Health Service (NHS) trusts rely on soft intelligence rather than hard data. This suggests a need to explore how to better integrate objective information into decision-making processes.

Area of Science:

  • Healthcare Management
  • Decision Science
  • Information Systems

Background:

  • Soft intelligence, derived from conversations, observations, and experiences, is crucial for making informed judgments.
  • The reliance on qualitative information versus quantitative data in professional decision-making is a significant area of inquiry.

Purpose of the Study:

  • To investigate the extent to which professionals utilize soft intelligence versus hard data when assessing National Health Service (NHS) trusts.
  • To understand the sources of soft information influencing judgments about healthcare organizations.

Main Methods:

  • Qualitative research involving interviews with professionals who make judgments about NHS trusts.
  • Analysis of the types of information (soft vs. hard data) used in these judgments.

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Main Results:

  • Less than 25% of interviewed professionals used hard data to inform their judgments of NHS trusts.
  • Soft information sources were identified as direct (personal experiences) and indirect (colleagues', patients', public, and media accounts).

Conclusions:

  • The study highlights a predominant reliance on soft intelligence over hard data in evaluating NHS trusts.
  • Findings suggest a potential gap in evidence-based decision-making within healthcare management.
  • Further research is needed to explore strategies for incorporating more objective data into professional judgments of healthcare performance.