Type III Evaluations: Consultation and Consensus
本文对比了项目评估的理想与现实，指出评估常因高层不信任、管理者阻挠和分析师个人议程而偏离初衷，对评估实践者和研究者有启发。
The fantasy of program evaluation involves three imaginary characters: (1) a top executive who supports and uses the results of evaluations to make important decisions, (2) a program manager who encourages and supports the evaluation of his/her program, and (3) a program analyst whose insightful recommendations produce slam bang changes in the efficiency and effectiveness of the program. The reality of program evaluation frequently contrasts markedly with the fantasy. It includes: (1) a top executive who distrusts or ignores any evaluation done by anyone else, (2) a program manager who uses guerrilla or subversive tactics to thwart, mislead, and discredit evaluations and evaluators, and (3) program analysts whose efforts are equally divided between survival and the advocacy of personal agendas with little time left for clinical, unbiased, independent assessment.