Book Review - Principles-Focused Evaluation: The GUIDE

image from guilford.com

When ANSM took on the Museum Evaluation Program (MEP), it represented a steep learning curve for everyone involved. Yes we were very comfortable with museum standards, but professional evaluation standards was something we needed to research. We did a lot of reading before we launched the MEP, and we continue to read and research and talk with our colleagues who also manage museum evaluation/accreditation programs.

This brings me one of the newer additions to our reference library; Principles-Focused Evaluation: The GUIDE. Written by Michael Quinn Patton (who is recognized as a leader, innovative, and all-around go-to person when it comes to evaluation) in 2018 and published by The Guilford Press, it encourages evaluators to expand current approaches to evaluation efforts. He reminds that evaluation's professional beginnings were very project-based, and that the field must continue to evolve to meet the needs of complex and varied systems. Looking at principles enables assessment of social innovations and impacts that may feel awkward using other methods.

GUIDE is indeed an acronym, used to discuss effectiveness principles. Patton states that principles must be Guiding, Useful, Inspiring, Development, and Evaluable. He goes into detail about what each one of these words really means, so another way to look at the list is by saying that effectiveness principles need to provide advice, support decision-making, be purposeful, be adaptable and mindful of context, and enable you to judge progress.

Patton takes a variety of statements and documents, and demonstrates how to turn them into effectiveness principles that can be used for evaluation purposes. In each of these cases, I thought of museum mission statements, which provide guidance on how we operate on a daily basis. Unfortunately, those museums with 'definition statements' (we exist to collect, preserve, interpret...) do not translate well. This was one more reminder that each museum needs to determine its reason for existing, identify its community, and talk about its organizational and community values (which will dictate its principles). Patton reminds that values define who you are, but "effectiveness principles are supposed to get you somewhere."

Case studies are threaded through the book and vary greatly. For me, I really appreciated the ones relating to Homeless Youth Programs. It might not seem like it, but there are a lot of correlations between the goals and principles of these programs and the goals and principles of museums. I know that sounds weird, but hear me out. Working with youth means taking a journey-oriented approach, which means each youth has had different experiences that inform who they are today. The same can be said of museums, being at different points in the organizational life cycle. The people involved, programs delivered, funding/sponsorships received, and other 'life experiences' inform who that museum is today. So in delivering an evaluation program for museums, we need to be mindful of this and focus on strengths and opportunities for positive development, just like youth programs do. And the work needs to be collaborative.

There were also a number of very poignant comments that relate to any organization. In speaking about trends in leaders and continuous learning, the author notes the following similarities, as cited in another resource:
"leaders learn to be open to the contributions of others, learn critical reflection, learn to support the growth of others, learn collective leadership, learn to sustain hope in the face of struggle, and learn to create community."
I read this as a call to action. I need to reflect on how I live and work, and be conscious when I fall short. Patton is obviously a firm believer in continuous learning, and expresses in multiple ways that to be an effective leader, learning must be a core element of someone's work, and the information learned needs to improve effectiveness and be shared with others. Continuing with this thread, one of my absolute favourite quotes; "evaluation is a learning experience, rather than a grading experience. It is a process to promote learning and collaboration, and the overall result should be a more effective, robust, and wiser organization."

The acknowledgement of human nature, both good and bad elements, was refreshing to read. As we have experienced over the past few years, it is important to be aware that sometimes people don't want to hear the truths revealed through the evaluation process and this can be difficult to deal with. But on the plus side, evaluation can give voice to those that feel like they are not being heard. This is just one of the arguments Patton uses against the phrase "best practices". He warns that using such language suggests that there is a one-size-fits-all solution to a problem/issue, which of course negates the contextual and creative realities of an organization and the people involved therein. By focusing on adhering to principles rather than standards of practice, organizations can feel empowered and embrace greater flexibility in how they accomplish their goals.

As the Museum Evaluation Program evolves, I can see us integrating effectiveness principles into the program. It won't happen overnight, and we will still need to audit professional standards of practice, but Patton makes a solid case for using principles-focused evaluation when it is applicable and appropriate.