1. Learning as You Go Developmental Evaluation can improve the effectiveness and efficiency of your organization’s work

2. Introductions Name Organization Role Experience with Evaluation

3. Where do you work?Easy St.?

4. Or Here?

5. Simple…Piece of Cake

6. Complicated…Wedding Cake

7. Complex…Cake Shop

8. Task 1: Simple What is one of the tasks that your organization completes that is simple: You use a known method It involves few parts or people You are sure you can complete it successfully Write it down on the Green card

9. Task 2: Complicated What is one of the tasks that your organization completes that is complicated: It involves many parts or people Interactions between parts are predictable If you are careful and thorough, you can complete it successfully Write it down on the Blue card

10. Write it down on the Orange card Task 3: Complex What is one of the goals that your organization would like to do that is complex: It involves many parts or people Interactions between parts are unpredictable Even if you are careful and thorough, you may not complete it successfully

11. Social Innovation Strong vision of what could be Commitment to making a difference Explore possibilities for new approaches Uncertainty Messiness

12. Social Innovation Think about a time you or your organization had a vision and commitment, but you faced either (or both) Uncertainty Messiness Write it down on the Yellow card

13. Evaluation of Social Innovation Collaborative: Innovators + Evaluators Open and adaptive Valuing all perspectives Eager for feedback Tolerance for ambiguity “Getting to Maybe” From your Yellow card — What feedback did you seek? Did you get a solution that’s still in use?

14. Developmental Evaluation Term coined by Michael Quinn Patton Nurtures promising innovation Supports adaptation Documents actions taken Identifies short-term consequences Connects consequences to larger vision

15. Developmental Evaluation Does your organization do some of the things that are “developmental evaluation?” Describe any that you do – or, think about why you don’t. (Innovation, adaptation, short-term consequences, connected to vision) Write it down on the Pink card

16. “What’s in a name?” “A rose by any other name would smell as sweet.” - William Shakespeare, Romeo and Juliet Other frameworks for complexity, innovation, and adaption:  Strategic Learning  Results-Based Accountability  Emergent Learning

17. Culture of Evaluation Building a culture of evaluation DIY Evaluation Use an external evaluator

18. Culture of Evaluation Involve your staff: Give them a voice Increase engagement Know you are listening Validate their efforts

19. Culture of Evaluation Use what you have: Track and follow what is happening now Look for small successes Value qualitative data — not everything important can be reduced to numbers

20. Culture of Evaluation Communication: Be consistent about valuing feedback Embrace transparent decision-making

21. Learning is at the center A lesson Changes what you know A lesson learned Changes what you do Developmental evaluation is focused on changing what you do

22. Learning is at the center The learning cycle: Plan Act Reflect Adjust Plan …

23. Learning is at the center The learning cycle Developmental evaluation helps you complete the learning cycle

24. Thank You! Peter Flanagan-Hyde, MA Certificate in Social Impact Measurement ASU Lodestar Center, Nonprofit Management Institute peter@flanagan-hyde.com www.flanagan-hyde.com 602-314-6460