1.. Many people believe evaluation is a useless activity that generates lots of boring data with useless conclusions. This was a problem with evaluations in the past when program evaluation methods were chosen largely on the basis of achieving complete scientific accuracy, reliability and validity. This approach often generated extensive data from which very carefully chosen conclusions were drawn. Generalizations and recommendations were avoided. As a result, evaluation reports tended to reiterate the obvious and left program administrators disappointed and skeptical about the value of evaluation in general. More recently (especially as a result of Michael Patton’s development of utilization-focused evaluation), evaluation has focused on utility, relevance and practicality at least as much as scientific validity.
2. Many people believe that evaluation is about proving the success or failure of a program. This myth assumes that success is implementing the perfect program and never having to hear from employees, customers or clients again — the program will now run itself perfectly. This doesn’t happen in real life. Success is remaining open to continuing feedback and adjusting the program accordingly. Evaluation gives you this continuing feedback.
3. Many believe that evaluation is a highly unique and complex process that occurs at a certain time in a certain way, and almost always includes the use of outside experts. Many people believe they must completely understand terms such as validity and reliability. They don’t have to. They do have to consider what information they need in order to make current decisions about program issues or needs. And they have to be willing to commit to understanding what is really going on. Note that many people regularly undertake some nature of program evaluation — they just don’t do it in a formal fashion so they don’t get the most out of their efforts or they make conclusions that are inaccurate (some evaluators would disagree that this is program evaluation if not done methodically). Consequently, they miss precious opportunities to make more of difference for their customer and clients, or to get a bigger bang for their buck.
Michael Quinn Patton