Struggling to Get It Right

Campbell, David A.; Lambright, Kristina T.

doi:10.1002/nml.21249

Cited by 15 publications

(6 citation statements)

References 37 publications

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“…While non-profit organizations are using evaluation to assist in meeting the demand for information for learning, improvement, demonstration of effectiveness, and accountability (Alaimo, 2008;Carman & Fredericks, 2010;Ronalds, 2016), these organizations are also a particularly challenging context in which to embed evaluation and make it relevant, meaningful, and useful for non-evaluators. Barriers to meaningful evaluation and evaluation use can include structural issues, resource constraints, and interpersonal challenges (Bach-Mortensen et al, 2018;Campbell & Lambright, 2017;Gilchrist & Butcher, 2016;Norton et al, 2016). Specifically, people may resist becoming involved because of the lack of dedicated resources, disconnected priorities, previous negative experiences, feelings of distrust and anxiety, and difficulties with evaluation concepts and terminology (Chaudhary et al, 2020;Donaldson et al, 2002;Mason & Hunt, 2018;Whitehall et al, 2012).…”

Section: Non-profit Organizationsmentioning

confidence: 99%

Competitive champions versus cooperative advocates

et al. 2022

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Abstract Background: Evaluation offers non-profit organizations an opportunity to improve their services, demonstrate achievements, and be accountable. The extant literature identifies individuals who can enhance the uptake of evaluation as evaluation champions. However, a paucity of detail is available regarding how to identify them and the support they require. Purpose: This research investigated the characteristics and motivations of evaluation champions and examined how they promoted and embedded evaluation in an organizational system. Setting: Australian human and social service non-profit organizations. Research design: Drawing upon the literature and social interdependence theory, the research took an interpretivist perspective to collaboratively generate knowledge about evaluation champions. The aim was to understand and develop a reconstruction of the characteristics of individuals. This article constitutes a component of a larger research project. Data Collection and Analysis: This research used purposive sampling to recruit champions working in Australian non-profit organizations, who were identified via descriptive criteria gleaned from a literature review. The research involved interviewing 17 champions, four of whom also participated in organizational case studies. Analysis of the semi-structured interviews and case studies generated information about the activities, strategies, motivations, and attributes of individuals who championed and advocated for evaluation. Findings: This article argues that evaluation advocates is a preferable descriptor when attempting to embed evaluation by cultivating mutually beneficial interactions and cooperative working relationships. This research defines evaluation advocates as individuals who motivate others and provide energy, interest, and enthusiasm by connecting evaluation with colleagues’ personal aspirations and the organizational goals to make judgements about effectiveness. This article includes a field guide to facilitate evaluation advocates’ identification, recruitment, support, and development.

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Section: Non-profit Organizationsmentioning

confidence: 99%

Competitive champions versus cooperative advocates

et al. 2022

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“…However, the problems that social and human service nonprofits are seeking to solve are complex and not easily measurable (Gill, 2010; Kelly, 2019). A multitude of factors and demands are placed upon nonprofits; social, economic, and political factors affect the role of evaluation; community expectations are high and there is often a lack of coordination across service delivery, clinical, and sector boundaries (Campbell & Lambright, 2017; Gilchrist & Butcher, 2016).…”

Section: Contextmentioning

confidence: 99%

“…External evaluators often need to quickly develop rapport and understand new contexts (King & Stevahn, 2013, p. 227). In contrast, challenges for internal evaluators include engaging with colleagues around evaluation on a daily basis, over potentially many years, and navigating the multifaceted issues that arise when attempting to meet the demands for information from stakeholders inside and outside the organization (Campbell & Lambright, 2017; Mayne, 2017; Rogers et al, 2019a, 2019b).…”

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confidence: 99%

Using Social Psychology to Constructively Involve Colleagues in Internal Evaluation

Rogers

Kelly

McCoy

2021

American Journal of Evaluation

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Internal evaluators can lead positive, helpful, promotive interactions among colleagues to make evaluation more appropriate, understandable, and accessible. As the motivations and abilities of non-evaluator colleagues are highly varied, interpersonal skills help facilitate cooperation and promote evaluation. Social interdependence theory from social psychology can assist with understanding teamwork and developing interpersonal competence. While the literature links social interdependence theory with evaluation, there is limited understanding of its application in practice. In this article, we share our internal evaluation experiences in three Australian nonprofit organizations to elucidate how we harnessed social connections and interpersonal dynamics to achieve cooperative goals. The purpose of this article is to share our process for using theory and literature to assist with reflecting, planning, and acting, around the way we interact with colleagues. Evaluators may find this process useful when considering how to personalize professional development around interpersonal competencies for evaluation.

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“…However, research on the implementation of performance measurement systems among nonprofit child welfare agencies suggests that frontline workers lack understanding of performance measures (Campbell & Lambright, 2017). One study of child welfare frontline workers in one state found that 20% did not know the outcomes upon which agency performance is measured, and only one third noted they had access to the data they needed to understand the impact of their work on clients.…”

Section: Organizational Characteristicsmentioning

confidence: 99%

Managerial Strategies to Influence Frontline Worker Understanding of Performance Measures in Nonprofit Child Welfare Agencies

Jolles

Collins‐Camargo

McBeath

et al. 2017

Nonprofit and Voluntary Sector Quarterly

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In response to demands of funders and interorganizational competition, nonprofit human service organizations have invested in performance measurement to demonstrate the effectiveness and efficiency of internal operations. Literature suggests that frontline workers' involvement in performance measurement is critical in supporting organizational efforts to improve performance. Yet, we lack information on how nonprofit managers convey performance standards to frontline workers and promote their engagement in performance measurement. This study draws on data from the 2011 National Survey of Private Child and Family Serving Agencies to identify strategies nonprofit managers used to engage frontline workers in performance measurement. Findings indicate that less than half of managers reported that their workers had a strong or very strong understanding of the agency's performance measures. Managerial communication and board involvement in performance measurement were associated with greater worker understanding of

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Struggling to Get It Right

Cited by 15 publications

References 37 publications

Competitive champions versus cooperative advocates

Competitive champions versus cooperative advocates

Using Social Psychology to Constructively Involve Colleagues in Internal Evaluation

Managerial Strategies to Influence Frontline Worker Understanding of Performance Measures in Nonprofit Child Welfare Agencies

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