The fourth (and last) in the series of lunchtime dialogues on the Dynamics of Evaluation. A panel discussion between Dione Hills (Chair), Cristina Castellanos, Milena Stateva, Laura Stock and Richard Allen.
event Would a clearer appreciation of dynamics – and politics – of communication help ensure that evaluation findings are better used? There are a number of different views on this… Simple message for a complex phenomenon Transacting Knowledge
message with the most relevant findings • Understanding of the broader context(s) of the policy/program and objective(s) • Understanding the audiences: who and how is affected by the findings and the recommendations? • Be ready to ADAPT tools and USE different APPROACHES to COMMUNICATE & EXPLAIN key ideas • Be ready to REFLECT, LEARN AND IMPROVE evaluation and way of communicating and engaging
increased demand for simplicity, summaries, “clear language”, audio-visual presentations of data and other forms of digested feedback. • The masked problem with “old school” reports: under-resourced projects have become the norm in this century. • Ease of assimilation work to the effect of putting our common senses to sleep and can be easily abused - the mesmerising effects of multi- media presentations should not be countervailed with over-stimulating messages and techniques, but by using the approach to present aspects rather than the whole picture. • The complexity is not only lost but replaced by a misleading sense of the real world as an orderly, beautiful, easy and ‘progressive’ place for us to be – including how interventions and policies are logical, linear and overall successful, even if this is was not the evaluators’ feedback.
The iron cage revisited: Institutional isomorphism and collective rationality in organizational fields. American Sociological Review, 48(2), 14–160. • Duymedijan, R. and Rüling, C., (2010), "Towards a Foundation of Bricolage in Organization and Management Theory", Organization Studies, Vol. 31, No. 2, pp. 1333-151. • Nicholls, A. (2009), " 'We do good things, don't we?': 'Blended Value Accounting' in social entrepreneurship", Accounting, Organizations and Society, Vol. 34, pp 755-769. • Weick, K., (1995), Sensemaking in Organisations, Sage, London.
that you were involved in where there were challenges of the kind discussed earlier? • If yes, how did you cope with this challenge? • Have any of the idea presented earlier suggested ways in which things might have been handled differently?