A System Psychodynamic Perspective on Evaluation

The second in the series of lunchtime dialogues on the Dynamics of Evaluation.

Transcript

1. A System Psychodynamic perspective on Evaluation A Dynamics of Evaluation Dialogue Giorgia Iacopini Leslie Brissett 1
2. The dynamics of evaluation series •  Bringing together evaluation and consultancy practice •  Exploring this interface with others working in the field •  Considering the potential for a future professional development offer 2
3. Today’s event How can we increase understanding of, and work effectively with, underlying dynamics in operation in evaluation activities? An evaluator’s experience An organisational consultant’s perspective Experiential exercise Feedback 3
4. Exploring resistance and role An evaluator’s experience
5. An introduction to the case: evaluation of a Preventing Violent Extremism project In general, it’s a: •  Highly sensitive and controversial agenda; •  Methodologically and practically challenging. Specifics of the project: •  Aim: to deliver a safe platform for discussion for young people (seeking to engage those who stated their religion as Islam); Our task: •  Understand the journey of participants through the project, and highlight any changes in knowledge and awareness of specific topics
6. The nature of the challenge 6 …with particular reference to initial phases of the work (contracting and early implementation) •  Access to parts of the ‘system’ •  The boundaries of ‘testing’ •  Role negotiation
7. How can it affect an evaluator? 7 •  Feeling disempowered, de-skilled •  Conflict between what the client is asking for, and the needs of the evaluator •  Sense of a ‘disconnect’ between what the client was saying and what appears to be the case ‘on the ground’ •  Feeling diverted from task
8. A framework for understanding and managing evaluation challenges: an analysis Systems perspective OD theories of ‘phases’/roles System psychodynamics 8
9. A systems perspective Systems: •  Are a configuration of parts connected and joined together by a web of relationships. •  Have boundaries •  Are influenced by and reflect the environment in which they operate 9
10. Systems perspective Evaluator system Client system Evaluation system Intervention Reaction Wider context 10
11. What can happen when… •  We ‘cross the boundary’ into a system? We find ourselves: - Too far ‘inside’ the boundary? - Too far ‘outside’ the boundary? - Straddling the boundary?
12. A system psychodynamic perspective Systems/organisations are made up of people, and as such have processes going on that may be hidden or ‘unconsciously’ repressed. 12
13. Some system psycho-dynamics we may encounter Systems (groups, organisations, programmes) may: •  Have defence mechanisms by which they protect themselves (organisation as a defence against anxiety) •  May reflect the feelings, thoughts, or identity, of the environment in which (or client groups with which) they are working •  May deny feelings, thoughts and identities that they are uncomfortable with – and project these elsewhere – onto another organisation, or person (the evaluator?) As evaluators we may •  Either take on, or challenge defence mechanisms •  Take on the same feelings thoughts or identity as the organisation or •  Take on feelings, thoughts and identities that are being denied/projected elsewhere
14. The evaluation may ‘mirror’ the system being evaluated i.e. take on the same characteristics 14
15. What can happen to evaluation teams This can be understood to be a fractal of the system as the same patterns repeat through the system Parallel process – the dynamics within an organisation are reproduced between the organisation and a consultant [or evaluator], or within the consultant [evaluation] team 15
16. Systems may have ‘split off’ parts the organisation team working with difficult clients 16
17. Projection and transference Projection: Seeing unaccepted parts of ourselves as belonging to others (negative and positive) Transference: Repeating in current relationships patterns from early relationships (parents, siblings etc.) 17
18. What can help manage dynamics? Using consultancy thinking and ways of working helped to: •  Take the time understand the source of the challenge •  See ‘resistance’ to evaluation and personal reactions as useful information about ‘what is going on’ •  Working with the team as a whole •  Feel ‘authorised’, and confident, to take on a different role
19. Thank you! See you next time. 19