Similarities differences in program evaluation and consultation
Psychology
Name
Institution
Psychology
Similarities differences in program evaluation and consultation
A key similarity between program evaluation and consultation is that both processes focus on gathering information. Such information aids in determining an outcome or making a conclusion on a given process. While evaluation focuses on wellness of a process, consultation focuses on giving the best results, approaches or alternatives to address a situation. These processes are integral in ensuring that organizations have the ability to operate effectively (Kurpius, Fuqua, & Rozecki, 1993). As such, they act as the key parameters for determining the potential of an organization in achieving the anticipated success level. Furthermore, processes focuses on professional development in the organization in terms of impacting leadership skills to the personnel.
The difference is that evaluation is an integral process of consultation. As such, consultation involves six stages, which are pre-entry, exploration and contracting for the problem, confirmation of the problem, goal setting and gathering of the information, selection of the intervention strategies and solution searching, evaluation and finally, termination (Eichinger, & Lombardo, 2004). On the other hand, evaluation has a different approaches based on the stipulated goals. The main aim of evaluation is systematic inquiry on a targeted or specific case where knowledge production occurs. Such knowledge is applicable on a large population.
Conclusions from the comparison
From the comparison, it is easier to conclude that evaluation is one of the processes of consultations. Further, both consultation and evaluation processes focus on information gathering based on a target or specific area. As such, the processes aim at providing the best outcomes or alternatives on organization operations or activities. Further, these processes act as the means of conducting research, which focus is determining the ability of the organization to achieve its anticipated goals based on the current operations. Program evaluation and consultation also has the benefit of contributing towards the development of effective leadership skills among the organization members. Such occurs since the individuals in the organization get a first-hand experience on how to become effective leaders in their different organization activities, which contributes towards the achievement of success.
Role of program evaluation and consultation in a learning organization
In a learning organization, program evaluation and consultation play a significant role in determining the ability of the organization to adopt the best approaches and models of providing learners with quality education. As such, program evaluation and consultation determine whether the learning organization is providing the needs to the learners as expected. Such includes determination of the credibility and worthiness of the strategies, which the organization adopts in ensuring that learners acquire the best from the firm (Kurpius & Fuqua, 1993). Moreover, program evaluation and consultation gives guidance on how the management team of the learning organization may embrace action research approach as a key strategy for value-driven needs. Hence, the processes aids in assessing the effectiveness of the adopted learning program in the organization. Such involves the determination of the key challenges and strengths of the program in the delivery of the anticipated goals for the organization.
Importance of program evaluation and consultation in providing skills of leaderships
Program evaluation and consultation creates an atmosphere where individuals can acquire leadership skills. Such occurs when organizations partner with other skilled personnel in the provision of leadership during the program evaluation and consultation process. For individuals to embrace effective leadership skills in an organization, they need to have an experience of action-based leadership in different organization activities or processes. Program evaluation and consultation makes this a reality by including the organization personnel in the leadership activities (Lusky, & Hayes, 2001). As such, these persons gain experience on how to handle the dockets of leadership in action-based activities. The processes also ensure that individuals develop abilities to make complex and effective decisions while in challenging work environments of the organization. Hence, such persons become effective leaders because they can make decisions without major challenges or obstacles. The action-based activities also demonstrate the essence of leadership and the key expectations of one to be an effective leader. Thus, individuals who participate in these activities have an opportunity of gaining on the best ways of becoming successful and prominent leaders in their organizations.
Role of program evaluation and consultation in leadership development
Program consultation and evaluation play a significant role in leadership development. Such occurs by giving an opportunity for action-based activities, which ensure that individuals in an organization are able to gain leadership skills. These action-based activities also provide skills to the organization personnel on how to manage challenging assignments and gather information in an effective manner. The activities also provide motivation for individuals to engage in leadership activities (DeRue & Myers, n.d). Such includes comprehension of the leadership rewards and the accompanied risks from leadership activities. Thus, individuals have an opportunity of understanding their identity as leaders in organization and cognitive schemas associated with leadership roles. Furthermore, program evaluation and consultation gives a first-hand engagement of the individuals in the leadership roles. Such makes these individuals to harden and appreciate the course of leadership in all forms of environments; including the challenging environments and assignments in organizations.
References
DeRue, D & Myers, C. (n.d). Leadership development: A review and agenda for future research.
Retrieved from: HYPERLINK “http://www-personal.umich.edu/~cgmyers/oxford_leadershipdev.pdf” http://www-personal.umich.edu/~cgmyers/oxford_leadershipdev.pdf
Eichinger, R. W., & Lombardo, M. M. (2004). Learning agility as a prime indicator of potential.
Human Resource Planning, 27, 12–16.
Lusky, M. B. & Hayes, R. L. (2001). Collaborative Consultation and Program Evaluation.
Journal of Counseling & Development, 79: 26–38.
Kurpius, D. J. & Fuqua, D. R. (1993). Fundamental Issues in Defining Consultation. Journal of
Counseling & Development, 71: 598–600.
Kurpius, D, Fuqua, D, & Rozecki, T. (1993). The consulting process: A multidimensional
approach. Journal of counseling & Development, 71.
