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social, health, political imagery through the lens of George J Huba PhD © 2012-2019

Posts tagged successive approximation

I’ve asked myself which of my skills were the most important in a senior role providing consulting and executive leadership of a small (<30 employees) consulting firm. We specialized in evaluating healthcare and socialcare programs for high need, disenfranchised groups who are often excluded from health services. I do think, however, that these are general skills which fit about every content area for a senior consultant expected to make significant creative contributions to the client organization.

It is important to know that the skills and technique specified are designed to optimize the value of the work and not to maximize profit to the consultant. There are other processes one might use to maximize profit.

After my mind map, I included some notes I made about the topic as I was thinking it through.

The five mind map diagrams start at the most abstract level and then each unveils part of the map showing the full detail of that section. The final map is fully unveiled.

I’ve gotten the reaction “you must be lying to me, it can’t be that simple” when I have provided conclusions and advice to others. All the while my business partner was sitting in the meeting alternating between having a panic attack because I was giving away the company secrets and falling off the chair laughing because the recipient of the information did not know to enough to realize that it was very hard to not over-think, cut through the distractions, and get to the bottom line when nobody (including you) knows the answer to the questions asked.

It’s simple. Just build the confidence that you can always fill a blank page with a great answer and implementation plan, build a safety net to avoid a major mistake, and use successive approximation in a resource-limited environment. It took me a long time to figure all of this out. It’s hard but do-able.

Live long and prosper (going where no-one has dared to go before).

Please click on the image to zoom.

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senior creative  consulting  2 skills and  1 technique

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Appendix: Notes (from iPad)

two skills

blank paper

safety net

feedback circle

This is the first of a series of posts I am making about program-organizational (and individual) evaluation. Much of what I will discuss is not in the mainstream of traditional program evaluation methodology.

My approach is different. It works.

In this first section the point is — obviously — that evaluation is iterative and nonlinear. This led to my first model that EVALUATION IS DETECTIVE WORK several decades ago. [Perhaps that explains my current obsession with all versions of Sherlock Holmes, whether in the original, present London, present New York, or by Iron Man.] At any rate, it seems ELEMENTARY to me that instead of thinking of program evaluation as a linear research experiment with a fixed design (a metaphor that works at best imperfectly), it is more important to treat evaluation as detective work where good rules of evidence must be followed and the evaluator is at fault if all outcomes are not found.

My initial development of the Detective Model in 1992 came from my observation that in much traditional program evaluation the evaluator applies a flawed “research” experimental model and the insensitivity of this approach means that a program looks worse than it is because the evaluation methodology is in error. Who pays for this problem? The program, of course, since the evaluator walks away saying that the “program sucks” and not that the evaluator screwed up. In the Detective Model, applied iteratively and nonlinearly, the evaluator and the program are partners, and it is clear what the responsibilities and level of success each has.

Seems ELEMENTARY to me.

As usual click on the image to zoom.

Evaluation is an Iterative, Non-linear Process