Theory E²: Working with Entrepreneurs in Closely-Held Enterprises: XIII. Assessment in the Enterprise Cycle (Part Two)

Theory E²: Working with Entrepreneurs in Closely-Held Enterprises: XIII. Assessment in the Enterprise Cycle (Part Two)

[Note: This essay and most of the previous essay in this series are based on a document I prepared in the early 1980s for the evaluation of a major higher education program that had received substantial funding from a large American foundation. These essays were later revised so that they might relate to a broader range of programs. I had intended to update these essays—but found that they held up very well over the many years. I decide to publish these essays as part of the Closely-Held Enterprise series as they were originally written. I hope you find them to be of relevance in your own work with entrepreneurs.]

There are four basic types of program evaluation: (1) description, (2) documentation, (3) determination of outcomes, and (4) diagnosis. An outcome determination evaluation is conducted primarily for the purpose of judging the degree to which a program achieved its intended goals and outcomes. This “summative” approach aids decision-making about the continuation of the program. Ongoing decision-making concerning the nature, content and scope of a program are best addressed through use of diagnostic evaluation. This type of evaluation is “formative” in nature, since it is conducted while a program is in progress and is used to continually or intermittently refine and improve the program.

Program evaluations often are of greatest value when they aid the dissemination of program results. Descriptive and documentary approaches to program evaluation are most often employed when dissemination is critical. Descriptive evaluation tells other people about the nature and scope of a program. Documentary evaluation provides evidence for the existence of the program and its outcomes, and illustrates the nature of the program and its impact. Following is a more detailed description of each of these four types of program evaluation.

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About the Author

William Bergquist

William BergquistWilliam Bergquist, Ph.D. An international coach and consultant, professor in the fields of psychology, management and public administration, author of more than 45 books, and president of a graduate school of psychology. Dr. Bergquist consults on and writes about personal, group, organizational and societal transitions and transformations. His published work ranges from the personal transitions of men and women in their 50s and the struggles of men and women in recovering from strokes to the experiences of freedom among the men and women of Eastern Europe following the collapse of the Soviet Union. In recent years, Bergquist has focused on the processes of organizational coaching. He is coauthor with Agnes Mura of coachbook, co-founder of the International Journal of Coaching in Organizations and co-founder of the International Consortium for Coaching in Organizations. His graduate school (The Professional School of Psychology: www.psychology.edu) offers Master and Doctoral degrees in both clinical and organizational psychology to mature, accomplished adults.

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