1. GREAT EVALUATION: DEMONSTRATING HOW COLLINS’ GOOD TO GREAT CONCEPTS ARE RELEVANT TO EVALUATION ORGANIZATIONS Matt Feldmann, Ph.D. Goshen Education Consulting, Inc. October 26, 2012 American Evaluation Association Minneapolis, Minnesota, USA

2. Overview Good to Great Background Framework Disciplined People: Level 5 Leadership Disciplined People: First Who…then What Disciplined Thought: Confront the Brutal Facts Disciplined Thought: The Hedgehog Concept Disciplined Action: Culture of Discipline Disciplined Action: Technology Accelerators The Flywheel Concept Recap

3. Good to Great Background Key question: What elements are common among companies that made the leap from good to great Study of 11 Good to Great companies that beat the market by 3x and a comparison group that did not. Book published in 2001 > 4 million copies sold

4. Framework

5. Disciplined People: Level 5 Leadership Two unusual personalities extreme personal humility intense professional will LEVELS OF LEADERSHIP Level 1 – Highly Capable Individual – Makes productive contributions through talent, knowledge, skills, and good work habits Level 2 – Contributing Team Member – Contributes individual capabilities to the achievement of group objectives and works effectively with others in a group setting Level 3 – Competent Manager – Organizes people and resources toward the effective and efficient pursuit of pre-determined objectives Level 4 – Effective Leader – Catalyzes commitment to and vigorous pursuit of a clear and compelling vision, stimulating higher performance standards. Level 5 – Executive – Builds enduring greatness through a paradoxical blend of personal humility and professional will. Evaluation Context “high quality, ethically defensible, culturally responsive evaluation practices” 1 Puts Organizational goals before personal professional goals 1 American Evaluation Association (2012). Values. Retrieved on October 11, 2012 from: http://www.eval.org/aboutus/organization/aboutus.asphttp://www.eval.org/aboutus/organization/aboutus.asp

6. Disciplined People: First Who…then What People are not the greatest resource… …the right people are an organization’s greatest resource Put the right people on the bus and getting the wrong people off Support your talent Shift people around on the bus Evaluation Context Three evaluation skillsets: people skills, technical skills, and project management skills. When in doubt…wait and don’t hire anyone.

7. Disciplined Thought: Confront the Brutal Facts Create an unfiltered objective view of the workplace Stockdale Paradox Lead with questions, without blame Evaluation Context Take what we do for our clients and apply it to ourselves Market outlook Organizational competency Meta-evaluation IC TIG – Proposal/Report Review

8. Disciplined Thought: The Hedgehog Concept What drives your economic engines? What can be the best in the world at? What are you deeply passionate about?

9. Disciplined Action: Culture of Discipline Disciplined action is a natural resultant of the previous concepts. Fanatical adherence to the Hedgehog Concept Not just goal discipline Stop Doing List Evaluation Context Goshen Education Example Integrity, Locality, Clarity, and Continuity

10. Disciplined Action: Technology Accelerators Technology as an accelerator only after a clear understanding for their organizational culture and goals Technology is not necessarily computing Not playing catch-up or using it for technology sake Evaluation Context Common Technology Applications Email, Facebook, LinkedIN Web surveys, SPSS Is technology right for you? Facebook? Twitter? Blogs?

11. The Flywheel Concept

12. Recap & Questions Contact Information Matt Feldmann, Ph.D. Principal Researcher Goshen Education Consulting, Inc. 95 N Research Drive, Suite 110 Edwardsville, IL 62025 (p) 618-751-2807 (f) 866-339-4422 mfeldmann@goshenedu.com