PILOT WORKSHOP EVALUATION
MARY RICHARDSON
MER CONSULTING
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The Workshops
• Understand the framework for practice in the context
of their own role, and the organisation in which they
work
• Identify key personal learning needs and an action
plan related to the development of knowledge,
capabilities and skills associated with the Senior AHP
role
• Share practice with peers and develop a network for
future engagement about learning development and
practice
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Approach
• Reaction – were learners pleased with the
programme?
• Learning – what was learned by the
participants?
• Behaviour – was behaviour changed due to
the learning that took place?
• Results/ impact – did the change in
behaviour affect the organisation
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Methods
Context, process and outcomes:
• baseline data pre programme questionnaire
• evaluation of each workshop:
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something I have learned that is new is
the thing I liked best about today was
something that did not work for me so well today was
an action I am going to take forward as a result of today is
• end of programme:
 questionnaire
 1:1 semi structured telephone interviews
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Impact of learning on practice
• Significant change stories:
• making a note of events or changes (in the form of
short stories) throughout the programme, that
have happened in practice as a result of things
learned or implemented
• deciding what the most significant change has
been and describe this - discussing with
colleagues, manager or mentor
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Significant Change
•
•
•
•
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Can be in self as a person and/or as a leader. But also think what
impact this change has had on:
patients/ clients
colleagues
the quality of work or work life
productivity
interpersonal relationships
job satisfaction
Why did you choose this particular change?
What difference has it made/will it make? Why do you think this
difference is important?
What evidence can you offer that this change has occurred?
Headline
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Participants (n=71)
Educational Solutions for Workforce Development
Length of Time Qualified
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Length of time leading a service or team (n=40)
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Learning
1. Leadership style/ qualities, action learning, facilitation styles, value of
positive stories, importance of space to think
2. Phrasing questions/techniques, action learning, curious questioning,
importance of qualitative feedback and agreed ways of working,
change myself and not try to change everyone else, challenge and
support in equal measure
3. Even when you have thought something through some questions are
really powerful for triggering new thought, enabling role, emotional
touchpoints, to give people quiet to come up with their own solutions,
you don’t need to know everything about a situation to be able to help
them to find a solution, try more curious questions rather than problem
solving, problem solving skills, evidence I am using in domains,
clarifying underlying cause of resistance, positivity, importance of
reflection during action learning
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Enjoyed
• Meeting different AHPs/ networking, sharing stories/ positive
experiences, relaxed, informal and friendly atmosphere
• Action learning, problem solving, hearing others’ examples and
evidence for capabilities, presentation on change, learning
about each other and becoming closer as a group, feeling at
ease to speak openly
• Better understanding of emotional touchpoints, smaller action
learning sets, action learning as a presenter – learnt a huge
amount from it, information from NES, emotional touchpoints –
want to try with students, breaking down elements of framework
with discussion in more detail, increased confidence in action
learning, the feeling of being able to help someone to make a
decision
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Didn't work
1. Slow pace, too much reflection, feeling slightly vulnerable
sharing, slightly anxious about action learning
2. Out of my comfort zone, open questioning, very emotional,
thinking about my own actions, action learning
3. Not clear about career framework, difficult to apply emotional
touchpoints, would like more practice with enabling, more time
considering domains, some negativity from other course
members as I enjoy it, ifficult to structure questions as an
enabler, more time to explore issues, Action learning very tiring
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Actions
1. Try out active learning set and positive stories, say thank you to my
boss, consider my leadership style/ role, share the framework with
colleagues, use enabling open questions with staff in supervision
2. To consider my work in terms of the domains, listen more and not jump
in, obtain feedback from staff and leadership styles, read the Quality
Strategy, practice action learning, start to formalise reflections on
practice, reflection with staff, approach my issues from a totally different
perspective instead of trying to change staff
3. Ask more open questions, try action learning set at work, use curious
questioning style in everyday practice, look at using touchpoints to get
feedback about , gather evidence, look at embedding patient
experience information in service evaluation exercise, explore student
experiences, patient stories and how they can influence practice
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