- Home
- About us
- ILAC Activities
- Resources
- ILAC Publications
- ILAC Briefs
- ILAC Sourcebook
- Part 2 - Tools and approaches
- Chapter 6: Introduction Part 2
- Chapter 7: Innovation histories
- Chapter 9: Culture study as a tool for change
- Chapter 12: Collaborative agreements
- Chapter 13: Facilitation as a foundation skill for ILAC
- Chapter 14: Learning alliances
- Chapter 15: Institutional histories
- Chapter 16: Engaging Scientists through Institutional Histories
- Chapter 18: Horizontal evaluation
- Chapter 19: Appreciative inquiry
- Part 3 - Cases and experiences
- Part 4 - Challenges and strategies
- About the authors
- Glossary
- References
- Part 2 - Tools and approaches
- Presentations by ILAC Team
- Working Papers
- Journal Articles
- Newsletter
- Reports
- ILAC Library
- Tools and methods for M&E
- Appreciative inquiry
- Biophysical measurements
- Case study
- Content analysis
- Contribution analysis
- Cost-Benefit Analysis
- Creative expression
- Diaries, journals and logs
- Dreams realised or visioning
- Expert review
- GIS mapping
- Graphing results
- Group assessment
- Historical trends and timelines
- Horizontal evaluation
- Impact evaluation
- Benefit-cost methods
- Case studies
- Cost-effectiveness analysis
- Counterfactual Impact Evaluation (CIE)
- Difference-in-difference
- Econometric methods
- Ex-post comparison of project beneficiaries with a control group
- Instrumental variables
- Integrated partial indicators
- Mathematical programming
- Modified peer review
- Partial indicators of impact
- Patent analysis
- Pipeline comparison
- Production function approach
- Propensity score matching
- Quasi-experimental design, involving the use of matched control and project groups
- Randomization
- Rapid assessment or review, conducted ex post
- Regression discontinuity design
- Simulation method
- User surveys
- Impact flow diagram
- Innovation histories
- Institutional history
- Institutional linkage diagram
- Interviews
- Learning alliances
- Learning-oriented evaluation
- M&E Frameworks
- M&E wheel (or "spider web")
- Mapping (sketch)
- Matrix scoring
- Most significant change
- Net-Map
- Non-random sampling
- Observation
- Outcome mapping
- Participatory Impact Pathways Analysis
- Participatory methods
- Performance indicators
- Photographs and video
- Problem and objectives trees
- Random sampling
- Ranking and pocket charts
- Rapid appraisal methods
- Relative scales or ladders
- Rich pictures (or mind maps)
- SWOT
- Seasonal calendars
- Semantic differentials
- Social mapping or well-being ranking
- Sociograms
- Stakeholder analysis
- Survey
- Systems (or inputs-outputs) diagram
- Theory-Based Evaluation
- Transects
- Evaluation studies and reports
- Evaluating capacity development
- Partnership
- Seminars
- Video Room
- Links to other sites
- E-learning courses
- ILAC Publications
- Contact
- Blog
Observation
Wed, 07/30/2008 - 15:11 — Cristina Sette
The following text is drawn from Taylor-Powell et al (1998).
Observation
Considerable evaluation data can be collected by just observing. Direct observation is an underused and valuable method for collecting evaluation information. "Seeing" and "listening" are key to observation. Observation provides the opportunity to document activities, behavior and physical aspects without having to depend upon peoples' willingness and ability to respond to questions.
Observation is useful for many aspects of evaluating collaboratives including all types of evaluation questions to document program activities, collaborative processes, outcomes, individual intersts and feasibility. It is appropriate in the following situations:
- When you want direct information
- When you are trying to understand an ongoing behavior, process, unfolding situation or event
- When there is physical evidence, products or outcomes that can be readily seen
- When written or other data collection procedures seem inappropriate
What to observe
- Characteristics of members or participants
- Group Interactions
- Nonverbal Behavior
- Leaders, Facilitators
- Physical Surroundings; Environment of the Collaborative
- Products/Activities of Programs
Source: Taylor-Powell, E., B. Rossing, et al. (1998). Evaluating Collaboratives: Reaching the potential. Program Development and Evaluation. Madison, Wisconsin: University of Wisconsin-Extension: 190. http://learningstore.uwex.edu/pdf/G3658-8.PDF
References:
Guijt, I. and J. Woodhill (2002). Managing for Impact in Rural Development : A guide for project M & E. Rome, Italy: International Fund for Agricultural Development http://www.ifad.org/evaluation/guide/index.htm
Digg
Facebook
Favorite
LinkedIn
Twitter- Login or register to post comments
- Email this page
Comments
Direct Observation Method
The following text is drawn from Guijt and Woodhill (2002).
The purpose of direct observation is to obtain useful and timely information by observing what people do, to help make decisions on improving a project's performance or for generating insights and findings that can serve as hypotheses for more focused studies. From an M&E perspective, this method is critical to complement collected data, can be used to understand the context in which information is collected and can help explain results.
Citation: Guijt, I. and J. Woodhill (2002). Managing for Impact in Rural Development : A guide for project M & E. Rome, Italy: International Fund for Agricultural Development http://www.ifad.org/evaluation/guide/index.htm