Mass capture for patterns, insights and decision support Narrative based – narratives hold and convey complex meaning Understanding and Intervening in Complex Issues - Methodsunderstanding or “ making sense of ‘ the current state of a defined system in order to take action and influence outcomes Too many factors to make predictable connections and predict futuresĬan only understand what happened and what connections were operating by looking backThe Cynefin FrameworkDisorderSource: Cognitive Edge Pte Ltd Many possible outcomes- nor ONE right answer
Key Characteristics of complex systems.(sometimes called ‘Wicked Problems”)context – do not happen exactly the same way twice Question to discuss….What are your frustrations or challenges in evaluating complex initiatives? So we wanted to try to get a better balance through our learning about how the training programs worked for the organisation.
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The “70-20-10” refers to how you should allocate professional development:- 70% of all development should occur on-the-job,- 20% from relationships, networking and feedback, and - 10% from formal training opportunities.We believe that most companies stress the 10%.this creates a problem related to achieving outcomes from training. The 70-20-10 Development PhilosophyThis philosophy defines development as occurring in 3 main ways: through on-the-job experiences relationships, networking & feedback and formal training opportunities.
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Hybrid Kirkpatrick – Brickerhoff frameworkīRICKERHOFF’S Success Case Evaluation MethodLow endHigh end.This method examines participants who, after being surveyed turnout to be the least impacted by the training, these he interviews to understand why.The other end of this method examines participants who, after being surveyed turnout to be the most successfully impacted by the training, these he interviews to understand why.The MBS Mt Eliza Impact Evaluation System simultaneously does the Survey, manages the full statistical analysis of the results, plots these in multiple formats and has the data on which these are based immediately available for analysis without any interviewing. We undertook six activities to put us in a position to evaluate this Organisation Development program suiteWe Did a document review of program materialsMet with & explored the content and intent of the 4 programs with client design & presenting staff Did an international review of similar programsRan a workshop exploring the organisational objectives for each program and the full suite.Set up Academic Directors and undertook initial observation of each programEstablished a narrative capture data collection and analysis process based on 4 captures roughly associated with the work of Kirkpatrick and Brinkerhoff We then began to collect data and run the Feedback Loops that would enable the Organisation to better achieve its goals the use of skills and knowledge based in values that individuals might get from / learn, in a program that acts as a catalyst so they can do certain things for the workplacePerformance ALL otherThings other than behaviour that contribute to performance in the workplace MBS was asked to validate that these units did indeed meet this goal and so, in theory, be able to help reshape the programs through feedback loops at each step from outcome, through design, implementation, workplace impacts, to the extent that they did not.Basic Discovery Process MapDiscovery /DignosisDesignDeliveryEvaluationPerformanceBehaviour in the workplacePerformanceMeasuring behaviour in the workplaceBusiness GoalsWhy we bothered in the first placeCompetenciesCapabilitiesKnowledgeDo = SkillsBelieve these are things possessed by individuals that enableBehaviour i.e. The suite of training programs includes four core units To ensure its staff have the skills necessary to do this, it trains them Measuring the Impact of OD InitiativesThis is an OD initiative because: The organisation makes it’s money from providing consulting services The Promise & Threats of Narrative ResearchSeptember 2011 IODA - The Promise & Perils of Narrative Research
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