NCJ Number
54796
Journal
Evaluation and Program Planning Volume: 1 Issue: 3 Dated: (1978) Pages: 187-193
Date Published
1978
Length
7 pages
Annotation
AN IDEALIZED MODEL OF EVALUATION RESEARCH IS PRESENTED AND THE REALITIES WHICH KEEP THIS IDEAL FROM BEING MET ARE DISCUSSED WITH CASE HISTORIES. WAYS SOCIAL RESEARCHERS CAN INCREASE THEIR INFLUENCE ARE EXAMINED.
Abstract
THE EVALUATION IDEAL IS SKETCHED IN BROAD TERMS; IT INCLUDES THE GATHERING OF INFORMATION TO AID THE ACTION PROGRAM IN ADJUSTING ITS GOAL-ORIENTED BEHAVIOR TO COME CLOSER TO DESIRED ENDS, AND INFORMATION TO HELP THE FUNDING AGENCY DEVELOP SUCCESSFUL PROGRAMS OF THE SAME TYPE. FOUR CASE STUDIES DETAIL THE MANY ELEMENTS WHICH GO AWRY IN ACTUAL EVALUATION WORK. THESE INCLUDE AGENCIES WHICH HAVE NO GOALS, AGENCIES IN WHICH THE GOALS ARE MISSTATED TO GET FUNDING, POLITICAL PRESSURES TO MAKE THE PROGRAM 'LOOK GOOD,' LACK OF CONTINUITY IN PROGRAM PERSONNEL, RELUCTANCE TO OFFEND FUTURE SOURCES OF EMPLOYMENT, AND LACK OF PRESTIGE OR POLITICAL POWER OF THE EVALUATOR. IT IS CONCLUDED THAT AN EVALUATOR WHO OPERATES FROM AN INDEPENDENT BASE OF POWER HAS A GREATER CHANCE OF OVERCOMING RESISTANCE, AND STRATEGIES ARE SUGGESTED FOR SOCIAL SCIENCE RESEARCHERS WHO WISH TO DEVELOP SUCH POLITICAL INDEPENDENCE AND PRESTIGE. THE FIRST STRATEGY IS TO CONSISTENTLY BUILD INTO THE RESEARCH PROCESS A UTILIZATION AND A DISSEMINATION PHASE TO ENSURE THAT THE RESEARCHER WOULD BECOME A CONSULTANT FOR IMPLEMENTATION OF FINDINGS. THIS MUST BE DONE AT THE BEGINNING AND THE PROJECT MUST NOT BE DEFINED AS COMPLETE WITHOUT THE CONCLUSION OF THE IMPLEMENTATION PHASE. THE SECOND STRATEGY INVOLVES BUILDING GRASS ROOTS SUPPORT FOR CHANGE AMONG THOSE WHO ARE DISSATISFIED AND WISH TO SEE CHANGES. EVALUATORS ARE URGED TO ENTER THE POLITICAL ARENA TO KEEP THEIR WORK FROM BEING IGNORED. A BIBLIOGRAPHY IS APPENDED.