How does evaluative inquiry contribute to organizational learning? How can we practice evaluative inquiry in ways that maximize individual and team learning? This book provides a data-based approach to organizational learning and change and focuses on the use of evaluative inquiry processes with organizations rather than across large-scale, multi-site programs. It contains four illustrative case studies, interview extracts, strategy plans and flow charts, diagrams and advice boxes that consultants can use for implementing their own training and development sessions.
Applying learning takes place when the organization believes it has enough information to inform changes that will address the original object of the evaluative inquiry. This usually occurs when the findings and recommendations of an evaluative inquiry are available. Unfortunately, however, this phase of the inquiry process is often the most neglected—yet it is fundamental to reinforcing the cycle of continuous learning. The applying learning phase consists of three distinct activities:[Page 132]
- Identifying and selecting among action alternatives
- Developing an action plan
- Implementing the action plan and monitoring its progress
Most organizations will see the core of this phase as the action plan and its implementation (see Figure 6.1). The action plan itself might entail making minor adjustments to a program, process, or product; substantially changing ...