- 1. Richard J. Torraco, Ph.D. University of Nebraska-Lincoln
Evaluation and Feedback within the Change Process
2. Evaluation and Feedbackin the Change Process
- Education/Trainingvs. Organization Development
- Common Evaluation and Feedback Strategies
- Case Examples of Evaluation and Feedback
3. Evaluation and Feedbackin the Change Process
- Evaluation / Assessment the process of determining the merit or
value of a condition/trait, process, and/or outcome of the change
process.
- Feedback the process of feeding back diagnostic information to
the client to guide further action.
- Institutionalizing Change the process of making change a
permanent part of the organizations culture and practices.
4. Evaluation and Feedbackin the Change Process
- Total Quality Transformation system-wide change from
traditional manufacturing to continuous process improvement.
- Evaluation technical aspects of change were improved; social
aspects of change were not improved.
- Feedbackevaluation data showing improvements and problems were
fed back to client to guide further change.
5. How do Educational Programs differ from Organization
Development? Educational Programs Organization Development
- Can evaluate with qualitative and/or quantitative data
- Casual attribution is possible (Education improved skills)
- Should evaluate withbothqualitative and quantitative data
- Casual attribution is difficult (OD and other factors
contributed to multiple outcomes)
6.
Lewins Change Model 7. General Model of Planned Change Entering
and Contracting Diagnosing Planningand Implementing Change
Evaluatingand Institutionalizing Change 8. AppreciativeInquiry
Problem Solving Felt NeedIdentification of Problem Analysis of
Causes Analysis of Possible Solutions Action Planning (Treatment)
Basic Assumption:An organization is aproblem to be solved.
Appreciative Inquiry Appreciating and ValuingThe Best of What Is
Envisioning What Might Be Dialoguing What Should Be Innovating What
Will Be Basic Assumption:An organization is anopportunity to be
realized. 9. Integrated Strategic Change Step 1 Analyzing Current
Strategy and Organization Steps 3 and 4 Designing and Implementing
Strategic Change Plan Step 2 Choosing Desired Strategy and
Organization Current Strategy S 1 Future Strategy S 2 Strategic
Change Plan Current Organization Structure and Design O 1 Future
Organization Structure and Design O 2 10. Action Research Model
Start-Up Entry Intervention Assessment & Feedback Action
Planning Evaluation Adoption Separation 11. Evaluation and
Feedbackin the Change Process
- WHATwill be evaluated?What is theobjectof evaluation?
- WHOare the stakeholders of evaluation?
- HOW What evaluation design and data will be used?
12. Evaluation and Feedbackin the Change Process
- STRATEGY #1 Periodically Monitor Effects of
- Change on Desired Outcomes
- Step 1Design and administer an assessment survey and/or
interview questions to establish a baseline of the problem or need
for change.
- Step 2Re-administer the survey and/or qualitative instrument
periodically to assess progress toward desired outcomes.
13. Evaluation and Feedbackin the Change Process
- STRATEGY #1 Periodically Monitor Effects of
- Change on Desired Outcomes
- American Healthways Corp. sought sustainable growth in patient
volume and health plan revenues, but needed to transform its
organization structure to support growth.
- During implementation of a new process-based structure, the
assessment surveys were re-administered to guide implementation of
the new structure and to evaluate progress toward desired outcomes
(more patients and revenue).
14. Evaluation and Feedbackin the Change Process
- STRATEGY # 2 UseImplementation Feedback
- duringandafteran intervention.
- DURINGImplementation should be guided by feedback about whether
behaviors and procedures are changing as intended.
- AFTERPost-evaluations alone may only show that outcomes were
not achieved, not why the interventions that were intended to
contribute to the outcomes failed.
15. Evaluation and Feedbackin the Change Process
- Total Quality Transformation in Fortune 50 company
- American Healthways Corporation
16. Richard J. Torraco, Ph.D. University of Nebraska-Lincoln
Evaluation and Feedback within the Change Process