Written by: Dr. Justine Chinoperekweyi, Executive Contributor
Executive Contributors at Brainz Magazine are handpicked and invited to contribute because of their knowledge and valuable insight within their area of expertise.
Many people feel severe discomfort when asked to evaluate another person or project, or be evaluated. The discomfort and frustrations are a result of the negative labels attached to the word ‘evaluation’. However, in any country, impact evaluation is key to the growing consulting market. Statistics show that in year 2020 Africa consulting market was estimated at slightly above US$2.7 billion, US market US$64.4 billion, and China’s market US$5.4 billion.
Impact evaluation is a useful intervention and a catalyst for positive change. To be effective, consultants must effectively use feedback, reflection, and data to continuously improve consulting activities and enhance the client-consultant relationship. However, impact evaluation is often times avoided, overlooked, or included as an afterthought in consulting.
In reviewing impact evaluation within an Organization Development (OD) process, this article is guided by the question: ‘How do we know we are making a difference or have really made a difference?’
“Historically, the evaluation component of the classic consulting model has largely been downplayed or ignored. Today, with increasing pressure from organizations to demonstrate the value of our efforts, having both a well-designed and articulated evaluation strategy is key, as is a detailed multi-measure and level measurement process.” – Allan H. Church in 2017
Impact evaluation enables consultants to demonstrate impact and value in consulting initiatives. The evaluation process should be grounded on the fundamentals of consulting and should be co-created with the client. Additionally, through thoughtful impact evaluation, consultants will be able to reframe their cognitive frameworks towards real transformational change and development – as demonstrated through measurable outcomes and results.
Through impact evaluation, consultants create space for open dialogue as they inquire and engage with the client system. Hence, the focus of the evaluation is not to prove but to improve, that is, to facilitate continuous improvement and effective engagement. The process of evaluation enhances relationships, energizes people, and inspires both participants and practitioners.
In co-creating an evaluation model with the client, consultants need to pay attention to some fundamental characteristics of an effective evaluation process. Some of these characteristics are contextual, valuable, credible, multifaceted, dynamic, attractive, and participative.
The impact evaluation process facilitates emergent learning and enhances client-consultant relationships; thereby driving positive change. This calls for multi-disciplinary perspectives based on quantitative and qualitative data.
The process of designing consulting work should include an evaluation plan and evaluation methodology. First, the evaluation plan should clarify the users of evaluation results, user expectations, key decisions, type of data, and how data will be presented. Using the evaluation plan, consultants define evaluation objectives, key result areas, and intended outcomes. Through multiple feedback loops, the evaluation plan is embedded in a continuous cycle of reflection and action. Second, the evaluation methodology considers the complexity of work and client systems. Evaluation methodology clarifies the entire structure and process of evaluation.
There are three strands of impact evaluation that are important to consultants. First, evaluation before the consulting activity. This is an ex-ante evaluation or appraisal that informs exploratory conversations, commitment testing, and context setting. Second, formative evaluation is conducted during the consulting process. This evaluation reviews the effectiveness and alignment of the process and generates developmental feedback. Third, consultants conduct impact evaluations after the consulting activity. The ex-post or summative evaluation assesses the results and outcomes. Through meaningful and exploratory dialogue, multiple feedback loops should be encouraged at each stage of the impact evaluation process.
Approaches to make evaluation effective
Start generative conversations early
Identify and engage with key stakeholders
Choose and flex evaluation tools and frameworks wisely
Don’t try to boil the ocean
Create space for open dialogue
Enhance your skills in measurement design and analytics capabilities
Common Traps in Evaluation
During an evaluation, consultants need to manage such traps as secrecy, blame, and hope. These traps are counter-productive in any change initiative. First, under secrecy, people tend to see evaluation through a negative lens. Many people avoid giving or receiving feedback from colleagues or peers. The key factors in any change initiative are therefore kept secret, because people are afraid. But the costs of hiding information or avoiding evaluation can be huge.
Second trap is blame, most evaluations end up being blame games. It is important that evaluation is an intervention for continuous improvement and not to prove someone or any process wrong. When an evaluation is viewed as a catalyst for change, people learn to regress and throw temper tantrums when the world seemed to turn against expectations.
Third, without embracing evaluation, people simply wait, hoping that the breakdown will somehow disappear. Guess what, it likely won’t. Deal with hope by engaging in continuous evaluative conversations and cut through the apathy.
The success or failure of any initiative depends on decision making and willingness to evaluate the decisions, learn, and explore possibilities.
Next time you hear about impact evaluation, embrace it as an intervention for continuous improvement.
Dr. Justine Chinoperekweyi, Executive Contributor Brainz Magazine Justine Chinoperekweyi, is an internationally recognized Organization Development & Change, Corporate Governance and Leadership Scholar-Practitioner, Facilitator, Thought leader, & Author. He supports individuals, work groups, and organizations turn breakdowns into breakthroughs through the application of OD practices and values; and with a focus on measurable outcomes and results. He has been organizing generative dialogues and numerous webinars, international forums and conferences around OD. He is CEO of Centre for Organization Leadership and Development (COLD) and President of Organization Leadership and Development Network (OLDN). He is also Academic Director in Abu Dhabi and Visiting Faculty and post-graduate supervisor for MBA and doctoral programs in different countries. He is Board of Director for International Society for Organization Development & Change (ISODC), USA and The WorkBooth Magazine, Nigeria. His OD-informed mission: 'Leading Sustainable Strategic Change, Facilitating Continuous Improvement, and Improving the Human Condition'.
