 I welcome you in the course of leadership, emotional intelligence and the CN making. This is module 12 that we are going to talk about. And in this module, our topic is doing evidence-based management in organizations. And we will talk about theory and practice in it. When we talk about evidence-based management in organizations, the most important thing for us is to visualize what industry we belong to. We want to talk about surgical instruments. We are focusing on the fan industry. Our point of emphasis is related to sports. Our point of emphasis is on a service sector industry. So we have to be clear that when we are talking about evidence, which sector and industry we are going to talk about. So that according to the situation and situation of that sector, we collect our data. The second thing we need to see when we talk about evidence-based management is the size of the industry and size of the organizations that are operating in the industry. There can be local level organizations. There can be regional level organizations. There can be multinational organizations that are operating in a particular industry. Now, what size of organizations are operating there? And overall volume of industry, how much is it? We will have to see these two things critically. So that we can create such evidence that can solve our industry-seriality problems. The third thing is that the context in which we are talking about, the country in which we are talking about, how are the cultural norms of that country? How is the situation of individualism and collectivism there? Is there uncertainty or avoidance there? Are there aspects of masculinity and femininity there? All these things, the cultural dimensions that we visualize, that which country belongs to our problems and our evidence, which environment they are generating. The fourth thing we need to look at is the culture. And when we talk about the cultural perspective, it is obvious that either every culture will be adaptive, flexible, change-oriented, or there will be strict rules and regulations, there will be well implemented policy structures, there will be uncertainty and avoidance. So, how is our culture? Which country do we belong to? Which company do we want to discuss? How much is the size of that organization? And in which industry is it operating? So that our evidences, cultural perspective, structural perspective, can be done by looking at all these things. The second thing we need to talk about is that when we talk about evidence-based organizations, then there are some key characteristics of it. For example, the first key characteristic of evidence is that we collect systematic data. Such data that is based on rationality, such data that we have the effects and figures available, historical records available, then we will analyze systematically so that we have a solution that is available for decision making and innovation, that is concrete. The second thing, the key characteristic of evidence-based management is talking about our intervention points. As you know, we have a strategic intervention related to intervention points, we have a human resource intervention, we have a technostructural intervention, so in organizations, we take interventions in different ways to solve problems and to go towards development. The third thing that we need to talk about is that in the past, the decisions we made, how were the results of those decisions and if any of those decisions were our fault, then we will mention it in our record so that we should not be reinventing the wheel so that we do not repeat our mistakes again. We already know what our failure was on the basis and learning from those failures would be a great blessing for us. The fourth thing we need to talk about is that errors are tolerated. Errors are tolerated means that a mistake can happen during decisions and during collecting evidence. So we should try to learn from our mistakes and we should have the flexibility to correct those mistakes with the passage of time. Apart from this, we have a few more characteristics in evidence-based management they are that our decision-making is transparent that all stakeholders are involved and that all kinds of data are shared with them. When the data is shared with them, we will do open book management so that clarity and transparency will be created. The second thing we need to talk about is that experimentation is encouraged and it will keep in mind that experiments can also be wrong but we will learn from our losses if our experiment is also wrong if our evidence is not proved that the solution will be provided then our learning is also in that situation because we will learn from our mistakes. The third thing that we should be having a culture in which we have the healthiest skepticism with the healthiest skepticism we will bring the element of tolerance along with each other and we will also be able to ensure that we have uncertainties risks that are available and how we have to tackle them. The fourth thing which is important as a characteristic of evidence-based management is talking about critical thinking that we should take things along with a lot of stress to decide, innovation and our problem. The fifth thing which as a key aspect of evidence-based management is that whatever we are going to do evidence should be rewarded if our problem is solved by someone's decision or someone's evidence then we should reward it appropriately so that a phase of motivation can be created. So my dear students if we conclude all this then we have to visualize things systematically analyze the data critically and in this way we have to decide that the way innovation creativity can come or we organizations can give long term survival or above average return. Thank you.