The Success Case Method

capabilities (tools, methods, knowledge, and so forth) a program is

intended to provide. The best rule of thumb is as follows: Start collect-

ing information from whomever you are first in contact with and learn

as much as you can from this source about any or all of the impact

model information categories. Then, ask this person to whom else you

can have access to get missing information. Continue this process until

you have learned what you need to produce enough of an impact model

to guide your study.

Table 4.4 provides some suggestions and guidance for completing

each of the impact model information categories and will serve as a use-

ful guide for readers.

Some Impact Model Examples

These closing pages of the chapter present some example impact mod-

els derived from a variety of different SC studies in which the author

has been involved. A few explanatory notes to help readers understand

the differences and nuances among the examples provided accompany

each. Readers should note that some impact models employ different

terms and language. Some even have different numbers of columns,

again to reflect the peculiarities of different client contexts. Readers

should also note that each impact model is based on the same funda-

mental structure; each always shows how some capability introduced

by a particular program is intended to be applied (in job performance

and results) to help achieve or contribute to some higher-level organi-

zational goal.

Envisioning Success: Creating an Impact Model

85

The Success Case Method

86

Table 4.4

Tips for Completing an Impact Model

Impact Model Category Suggestions

Business goals Determine the highest-level goal that should be

identified to justify and demonstrate the worth

of the program (e.g., overall organization goal,

division goal, work unit goal) then, interview

program designers and/or leaders

Ask questions of any available stakeholders

Talk with senior executives and leaders

Analyze business plans or strategic white papers

Read annual reports

Review the company’s Web site

Program objectives Observe the program in action

and content (the (e.g., sit in on a training session)

capabilities it

aims to create) Review program materials

Interview program designers and/or leaders

Critical actions Analyze the program objectives

(intended behavioral

applications of the Review program case studies and examples

program capabilities)

Interview program designers and/or leaders

Interview a few program participants

Key results (intended Visit some job sites and ask questions

job/team application

outcomes; Review the performance appraisal forms

performance or instruments the organization uses

objectives) Interview a few managers of program participants

Analyze the program objectives

Review program case studies and examples

Interview program designers and/or leaders

Interview a few available program participants