In the economic atmosphere following the crisis of 2008, not
only have governments reacted by creating more complex policy
initiatives, but they have also promised that all of these
initiatives will be evaluated. Due to the complexity of many of the
initiatives, the ways of evaluating are becoming equally
complex.
The book begins with a theoretical and conceptual explanation of
the process and shows how this translates into the practice of
evaluation. The chapters cover a wide variety of subjects, such as
poverty, homelessness, smoking prevention, HIV/AIDS, and child
labor. The use of case studies sheds light on the conceptual ideas
at work in organizations addressing some of the world's largest and
most varied problems.
The evaluation process seeks a balance between order and chaos.
The interaction of four elements--simplicity, inventiveness,
flexibility, and specificity--allows complex patterns to emerge.
The case studies illustrate this framework and provide a number of
examples of practical management of complexity, in light of
contingency theories of the evaluation process itself. These
theories in turn match the complexity of evaluated policies,
strategies, and programs. The evaluation process is examined for
its impact on policy outcomes and choices.
General
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