Concluding Reflections and Presentation of an EBOCD Conceptual Process Model

Concluding Reflections and Presentation of an EBOCD Conceptual Process Model

Robert G. Hamlin (University of Wolverhampton, UK), Jenni Jones (University of Wolverhampton, UK), and Andrea D. Ellinger (The University of Texas at Tyler, USA)
DOI: 10.4018/978-1-5225-6155-2.ch053
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This chapter begins by presenting a synopsis of insights on EBOCD practice gleaned from the Section 2 chapters, and a range of extant and emergent generalized (common) insights and lessons about evidence-based initiatives for OCD that have resulted from a multiple cross-case comparative analysis of the 33 reflective case histories presented in Section 3. It then offers a response to the skepticisms expressed by McLean and Kim, the authors of Chapter 52, about the reality of EBOCD ever existing beyond what they suggest could be outlier case history examples of OCD by drawing attention to the wide range of extant best evidence that informed them. The chapter concludes with an EBOCD Conceptual Process Model which offers a pathway forward for bridging the reputed research-practice gap in the field of OCD and HRD, and for generating new bodies of best evidence and practice-to-theory research opportunities.
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Comparing The Section 2 Practitioner Perspectives

The chapter contributions in Section 2 presented a variety of critical reflections on EBOCD practice from authors who are: academics writing and researching about OCD of whom some have been engaged in collaborative academic and industry partnerships; internal or external OCD-related consultants; and others who have amassed both insider and outsider knowledge of OCD through their various roles. Many of these authors presented perspectives on cases of OCD initiatives that represented diverse sectors such as education, finance, and transportation. The change interventions ranged from training and coaching programmes, to quality management, culture change, strategic direction, data-driven decision-making, acquisitions, and applied theatre. Moreover, these contributions comprised an array of perspectives on evidence-based practice (EBP) associated with OCD initiatives in a wide range of Anglo and non-Anglo countries including Australia, Brazil, Germany, Italy, Palestine, the United Kingdom (UK) and many other countries.

A synthesis based upon our readings of these contributions suggests that there are four important factors that influence effective organizational change (OC) which are consistent with existing literature. These factors include: ‘context’, ‘leadership, ‘communication’, and ‘collaboration’. Furthermore, our review of their ‘critical reflections’ upon EBOCD practice suggest that these authors had demonstrated their commitment to EBP through: their use of literature to inform their practice; the use of models, frameworks, and theories to underpin their practice; the collection of data to inform their practice; and critical reflection and introspection to enhance their practice.

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