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Evaluation and feedback within the change process
Evaluation and feedback within the change process
Evaluation and feedback within the change process
Evaluation and feedback within the change process
Evaluation and feedback within the change process
Evaluation and feedback within the change process
Evaluation and feedback within the change process
Evaluation and feedback within the change process
Evaluation and feedback within the change process
Evaluation and feedback within the change process
Evaluation and feedback within the change process
Evaluation and feedback within the change process
Evaluation and feedback within the change process
Evaluation and feedback within the change process
Evaluation and feedback within the change process
Evaluation and feedback within the change process
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Evaluation and feedback within the change process

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  • 1. Richard J. Torraco, Ph.D. University of Nebraska-Lincoln Evaluation and Feedback within the Change Process
  • 2. Evaluation and Feedback in the Change Process
    • OVERVIEW
    • Definitions and Examples
    • Education/Training vs. Organization Development
    • Common Models of Change
    • Key Evaluation Questions
    • Common Evaluation and Feedback Strategies
    • Case Examples of Evaluation and Feedback
  • 3. Evaluation and Feedback in 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 organization’s culture and practices.
  • 4. Evaluation and Feedback in the Change Process
    • CASE EXAMPLE
    • 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.
    • Feedback —evaluation 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
    • Short-term
    • Address specific needs
    • Can evaluate with qualitative and/or quantitative data
    • Casual attribution is possible (Education improved skills)
    • Long-term (years)
    • System-wide in scope
    • Should evaluate with both qualitative and quantitative data
    • Casual attribution is difficult (OD and other factors contributed to multiple outcomes)
  • 6.
    • Unfreezing
    • Movement
    • Refreezing
    Lewin’s Change Model
  • 7. General Model of Planned Change Entering and Contracting Diagnosing Planning and Implementing Change Evaluating and Institutionalizing Change
  • 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. 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 Feedback in the Change Process
    • KEY EVALUATION QUESTIONS
    • WHAT will be evaluated? What is the object of evaluation?
    • WHO are the stakeholders of evaluation?
    • HOW —What evaluation design and data will be used?
  • 12. Evaluation and Feedback in the Change Process
    • STRATEGY #1 Periodically Monitor Effects of
    • Change on Desired Outcomes
    • Step 1—Design and administer an assessment survey and/or interview questions to establish a baseline of the problem or need for change.
    • Step 2—Re-administer the survey and/or qualitative instrument periodically to assess progress toward desired outcomes.
  • 13. Evaluation and Feedback in 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 Feedback in the Change Process
    • STRATEGY # 2 Use Implementation Feedback
    • during and after an intervention.
    • DURING—Implementation should be guided by feedback about whether behaviors and procedures are changing as intended.
    • 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.
  • 15. Evaluation and Feedback in the Change Process
    • CASE EXAMPLES
    • Total Quality Transformation in Fortune 50 company
    • American Healthways Corporation
    • Case Examples
  • 16. Richard J. Torraco, Ph.D. University of Nebraska-Lincoln Evaluation and Feedback within the Change Process

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