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4: Outcomes of Change Processes > Assessing Results of Change

Assessing Results of Change

In the 2007 model I discussed the idea of “results” as a separable concept from observable system outcomes. Results concern not just what the change program looks like in practice but whether it accomplishes implementers' preconceived goals. Results also concern the material conditions created by the change as well as unintended consequences.

In terms of goals, research on change outcomes tends to use concepts of “success” and “failure.” As we observed earlier in this chapter, those are highly debatable terms depending on how, when, and by whose standard outcomes are assessed. Results are similarly subject to these effects. On an organizational level it is not only a problem that assessment of results is difficult to do, it is also something that may not be done often. Doyle, Claydon, and Buchanan's (2000) survey of a group of UK managers suggests that systematic, formal evaluation of change outcomes is rare. In fact, in their study 67% agreed that the “change process cannot be evaluated effectively because there are too many overlapping initiatives running at one time” –an ind....


  

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