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Session Title: Integrating Management Consulting Competencies into the Evaluation Process
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Panel Session 590 to be held in BOWIE A on Friday, Nov 12, 1:40 PM to 3:10 PM
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Sponsored by the Independent Consulting TIG
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| Chair(s): |
| Pamela Davidson, University of California, Los Angeles, davidson@ucla.edu
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| Abstract:
Our review of the literature reveals that, for a variety of reasons, the field has paid little attention to the consultative aspects of the work conducted by evaluators. This session will deal with this important but neglected component of the role and activities engaged in by most professional evaluators. Its primary objectives are to share a set of concepts and practices essential for consulting with organizations and managers and to integrate consulting activities and competencies into the role of the professional evaluator. More specifically, our focus will be on (1)the consulting aspects of the evaluator’s role,(2)the nature of and approaches to consultation,(3)the management consulting concepts and methods most relevant for evaluators,(4)the consultative process, including its inherent issues and challenges,(5)the management of organizational change interventions, and (6)identifying and integrating consulting competencies into the role of professional evaluators.
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The Evaluator as a Consultant to Management
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| Anthony Raia, University of California, Los Angeles, traia@anderson.ucla.edu
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As indicated in our review of the literature, we suggest that not enough attention is given to the professional evaluator’s role as a consultant to management and organizations. Many evaluators are called upon to provide advice to managers, and in one way or another, almost all are involved in evaluating some sort of intervention and/or change initiative. This first presentation will (1) provide an introduction to and an overview of the rationale for the panel presentations, (2) examine the evolving role of the evaluator and expand it to include that of a consultant, (3) discuss the nature of consultation, as well as some of the different approaches to consulting activities, and (4) share a number of basic concepts and methods used by management and organizational development consultants when they work with organizations and managers.
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The Consultative Process and the Management of Change
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| Kurt Motamedi, Pepperdine University, kurt.motamedi@pepperdine.edu
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In one way or another, the work of most evaluators involves evaluating the impact of change interventions in organizations, in communities, and/or in other larger systems. An abundance of concepts, methods, and best practices can be found in the fields of Management Consulting and Organizational Change and Development, many of which we believe can enhance the overall effectiveness of a professional evaluator. This presentation will (1) provide a detailed overview of the consultative process, (2) identify and suggest ways to deal with the issues and challenges inherent in each of its phases or steps, and (3) share a set of conceptual tools, methods, and practices related to change management and to the planning and implementation of both small and large system interventions.
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Consulting Competencies to Expand the Evaluator’s Role
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| Pamela Davidson, University of California, Los Angeles, davidson@ucla.edu
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Ghere and Colleagues (2006) proposed the Essential Competencies for Program Evaluators (ECPE) and outlined a core set of competencies that can be adapted and/or expanded to address specific teaching, practice, and research needs. The validation process included a crosswalk comparison with the competencies endorsed by the AEA and the Canadian Evaluation Society.
Similarly, Management Consulting and Organizational Development researchers have developed a number of consulting competency models designed to improve the practice and teaching of the disciplines. Based on a review of the literature and our own experiences as consultants, we have extracted from these fields a set of competencies most relevant for professional evaluators.
This presentation will (1) provide a brief overview of some best in class competency models, (2) suggest a set of consulting competencies to expand the ECPE, and (3) provide guidance on how professional evaluators can develop and/or enhance their own consulting skills.
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