Evaluation and feedback within the change process

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Evaluation and feedback within the change process

  1. 1. Richard J. Torraco, Ph.D. University of Nebraska-Lincoln Evaluation and Feedback within the Change Process
  2. 2. Evaluation and Feedback in the Change Process <ul><li>OVERVIEW </li></ul><ul><li>Definitions and Examples </li></ul><ul><li>Education/Training vs. Organization Development </li></ul><ul><li>Common Models of Change </li></ul><ul><li>Key Evaluation Questions </li></ul><ul><li>Common Evaluation and Feedback Strategies </li></ul><ul><li>Case Examples of Evaluation and Feedback </li></ul>
  3. 3. Evaluation and Feedback in the Change Process <ul><li>Evaluation / Assessment —the process of determining the merit or value of a condition/trait, process, and/or outcome of the change process. </li></ul><ul><li>Feedback —the process of feeding back diagnostic information to the client to guide further action. </li></ul><ul><li>Institutionalizing Change —the process of making change a permanent part of the organization’s culture and practices. </li></ul>
  4. 4. Evaluation and Feedback in the Change Process <ul><li>CASE EXAMPLE </li></ul><ul><li>Total Quality Transformation —system-wide change from traditional manufacturing to continuous process improvement. </li></ul><ul><li>Evaluation —technical aspects of change were improved; social aspects of change were not improved. </li></ul><ul><li>Feedback —evaluation data showing improvements and problems were fed back to client to guide further change. </li></ul>
  5. 5. How do Educational Programs differ from Organization Development? Educational Programs Organization Development <ul><li>Short-term </li></ul><ul><li>Address specific needs </li></ul><ul><li>Can evaluate with qualitative and/or quantitative data </li></ul><ul><li>Casual attribution is possible (Education improved skills) </li></ul><ul><li>Long-term (years) </li></ul><ul><li>System-wide in scope </li></ul><ul><li>Should evaluate with both qualitative and quantitative data </li></ul><ul><li>Casual attribution is difficult (OD and other factors contributed to multiple outcomes) </li></ul>
  6. 6. <ul><li>Unfreezing </li></ul><ul><li>Movement </li></ul><ul><li> Refreezing </li></ul>Lewin’s Change Model
  7. 7. General Model of Planned Change Entering and Contracting Diagnosing Planning and Implementing Change Evaluating and Institutionalizing Change
  8. 8. Appreciative Inquiry Problem Solving “ Felt Need” Identification of Problem Analysis of Causes Analysis of Possible Solutions Action Planning (Treatment) Basic Assumption: An organization is a problem to be solved. Appreciative Inquiry Appreciating and Valuing The Best of “What Is” Envisioning “What Might Be” Dialoguing “What Should Be” Innovating “What Will Be” Basic Assumption: An organization is an opportunity to be realized.
  9. 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. 10. Action Research Model Start-Up Entry Intervention Assessment & Feedback Action Planning Evaluation Adoption Separation
  11. 11. Evaluation and Feedback in the Change Process <ul><li>KEY EVALUATION QUESTIONS </li></ul><ul><li>WHAT will be evaluated? What is the object of evaluation? </li></ul><ul><li>WHO are the stakeholders of evaluation? </li></ul><ul><li>HOW —What evaluation design and data will be used? </li></ul>
  12. 12. Evaluation and Feedback in the Change Process <ul><li>STRATEGY #1 Periodically Monitor Effects of </li></ul><ul><li>Change on Desired Outcomes </li></ul><ul><li>Step 1—Design and administer an assessment survey and/or interview questions to establish a baseline of the problem or need for change. </li></ul><ul><li>Step 2—Re-administer the survey and/or qualitative instrument periodically to assess progress toward desired outcomes. </li></ul>
  13. 13. Evaluation and Feedback in the Change Process <ul><li>STRATEGY #1 Periodically Monitor Effects of </li></ul><ul><li>Change on Desired Outcomes </li></ul><ul><li>American Healthways Corp. sought sustainable growth in patient volume and health plan revenues, but needed to transform its organization structure to support growth. </li></ul><ul><li>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). </li></ul>
  14. 14. Evaluation and Feedback in the Change Process <ul><li>STRATEGY # 2 Use Implementation Feedback </li></ul><ul><li>during and after an intervention. </li></ul><ul><li>DURING—Implementation should be guided by feedback about whether behaviors and procedures are changing as intended. </li></ul><ul><li>AFTER—Post-evaluations alone may only show that outcomes were not achieved, not why the interventions that were intended to contribute to the outcomes failed. </li></ul>
  15. 15. Evaluation and Feedback in the Change Process <ul><li>CASE EXAMPLES </li></ul><ul><li>Total Quality Transformation in Fortune 50 company </li></ul><ul><li>American Healthways Corporation </li></ul><ul><li>Case Examples </li></ul>
  16. 16. Richard J. Torraco, Ph.D. University of Nebraska-Lincoln Evaluation and Feedback within the Change Process

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