1. Richard J. Torraco, Ph.D. University of Nebraska-Lincoln Evaluation and Feedback within the Change Process

2. Evaluation and Feedbackin the Change Process

OVERVIEW

Definitions and Examples

Education/Trainingvs. Organization Development

Common Models of Change

Key Evaluation Questions

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

CASEEXAMPLE

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

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 withbothqualitative and quantitative data

Casual attribution is difficult (OD and other factors contributed to multiple outcomes)

6.

Unfreezing

Movement

Refreezing

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

KEYEVALUATIONQUESTIONS

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

CASEEXAMPLES

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