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As suggested by the principles of action learning developed by Reginald Revans, “best learning occurs through active questioning and reflection rather than instruction” (Overton & Lowry, 2013). This involves a collaborative inquiry with those who were involved in the change process and asking a series of questions, identifying creative solutions, and reflecting on the change (Overton & Lowry, 2013). Inquiry processes which prioritize participation and cooperation in working with people, rather than on or to them, are more effective where conflict was present during change (Raza & Standing, 2011). Using the feedback, you can proceed to the evaluation and reflection phase.
Several strategies to seek feedback for the purposes of evaluation and reflection are as followed.
Survey feedback: collecting perspectives and interpretations of the change through questionnaires of those involved in the change, or with those who were impacted by the change, and where conflict was high. This allows for anonymous contributions that could have prevented people from contributing.
The open-ended statement: collecting in an open format or with open-ended questions, usually on a blank piece of paper, to allow people to share their experiences and thoughts.
One-legged interview: a conversation between a facilitator and those involved or impacted to discuss experiences and perspectives in a collaborative space, to allow for concerns to be shared, and to anticipate future issues involving conflict (Raza & Standing, 2011).
Questioning should be as open-ended as possible. Some example questions include:
What worked well? What didn’t? What could we do better next time?
How has [the change] benefited the organization and our staff?
Do any new concerns emerge as a result of [the change]?
How can we facilitate more opportunities for staff to be heard as a result of conflict that emerged from [the change]?
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