ABSTRACT
Evidence-based management (EBMgt) and evidence-based policy (EBP) have been portrayed as basing policy decisions and the selection of organizational strategies on science and rigorous evidence rather than on anecdote and unsubstantiated belief.1 But managers and policy makers alike may lack evidence that is good enough or relevant to decisions affecting organizational or government goals. The extent or quality of existing evidence concerns the size and significance of problems, data on program outcomes, and evaluations of program effectiveness and impact. It is not always possible, for example, for managers to use a strict evidence-informed approach to
s IDENTIFY NEWOBSTACLES TO A GOAL OR NEWWAYS TO PRIORITIZE LONG STANDING problems, s CHOOSENEWGOAL ORIENTEDPROGRAMSORSTRATEGIESTHATACTUALLYWORKOR s DETERMINEWHETHERAPROGRAMSEFFECTIVENESSISGROUNDSFORITSCONTINUATION
New concerns about data may surface as problems change and new opportunities arise. To support managerial decisions in the public sector, evidence development must be dynamic and ongoing.
