Continuing the topic of change in the workplace, it’s pretty much common knowledge we have to deal with it. But one key ingredient of change gets neglected way too often—and that’s evaluation.

Q: Why is evaluation necessary? 
A: Without gathering feedback and evaluating results, a company’s entire change effort is flying in the dark.

Q. Won’t we know success when we see it?
A: Yes, but how do you adjust your change efforts if success doesn’t happen?

As I quoted Dwight Eisenhower in my original post on this topic, “plans are worthless, but planning is indispensable.”  And, as quoted in the book Made to Stick, the US military operates on a principle that “no plan survives contact with the enemy.”

So yes, planning is indispensable. But because plans almost never go as planned, adapting to reality is also essential. Therefore, evaluating is a vital component of change.

Q: Okay, how do I do it?
A: In a systematic approach using focused, bite-sized chunks.

Perhaps the easiest way to evaluate is prep for it in the planning stages. Regular readers of this blog will recognize these three key questions that should be part of any plan for change:

1. What results do we want?
2. What behaviors get us those results?
3. What knowledge, skills, and attitudes (KSA’s) get us those behaviors?

When thoughtful consideration is given to these questions, you have a great foundation for a plan. And, if the appropriate KSA’s are in place, then the plan can proceed.  (If people don’t have the needed KSA’s, training will be required.)

Enter “Evaluation”

Evaluation Question I is quite simple: “Are people trained accordingly and are things going according to plan?” It’s a simple yes or no answer.

If people aren’t trained or things aren’t going according to plan, move to Evaluation Question II: “Are the identified KSA’s correct for the identified behaviors?”

If gaps exist, adjust the needed KSA’s and then re-train / implement accordingly. But if people have the needed KSA’s for the prescribed behaviors, move to Evaluation Question III: “Will the prescribed behaviors really bring about the desired results?”

If not, adjustments are needed (along with new KSA’s and most likely some more training).

But if the prescribed behaviors will create the results and no gaps are identified, then perhaps the expected results are unrealistic and need to be adjusted. (Evaluation Question IV: “Are the expected results realistic?”)

Bottom line, change is rarely easy. But by following a methodical approach to planning and evaluation, you can substantially minimize chaos and confusion.

[Read Part I]
[Read Part II]
[Read Part III]

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Filed in Work, Business, Management, Leadership, Workplace, Corporate Culture