3/30/2023 0 Comments Point to point measure adams![]() ![]() This multi-layered roll out of change creates problems for measurement. These changes in tandem brought about transformation in terms of structure, service delivery model, culture and internal morale. As an example, the initial wave of a restructure in the Queensland Police Service in 2013 had barely settled when the Keelty Review of police, fire and emergency services resulted is some of the most significant changes to how these agencies were structured. Again, this should be relatively straightforward to measure but the conflating factors on this data source are many and varied. The second focal point is service delivery. The good news is these are easy to measure and there should be good pre/post data available to inform the evaluation. Commendable goals I am sure and these should inform the first focal point of the evaluation. ![]() In relation to government agencies the big picture objective is usually cost savings through less staff or more streamlined structures (i.e. What is the change program trying to achieve? The disconnect between implementation and evaluation begins right at the commencement of organisational change efforts in the developing of program objectives. Yet there is either a lack of useful evaluation of change occurring or when it does happen it is commissioned well after the implementation and is often used more as a political point scoring opportunity. In the public sector the implications of failed organisational change are multiplied and have not only financial implications but community outcome implications. So, it is easy to believe the above-mentioned myth. As Heather Stagl reported in 2014 the genesis of this statistic came out of ‘estimations’ of leaders in the field or from misrepresentation of research findings.Īnecdotally of course most of you reading this will easily recall organisational change that fell far short of its objectives, produced little positive improvements in performance and if anything produced many unintended negative outcomes. ![]() One of these is the myth that 70% of organisational change efforts fail. As so often is the case in research in the social sciences, a statement that is repeated often enough becomes the standard go-to evidence for a phenomenon. ![]()
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