September 13, 2012 | Read Time: 1 minute
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Social-change efforts are most successful when their leaders seek out new ideas and adapt easily to change, says Michael Quinn Patton, author of five books on program evaluation.
“While the world is in a search for transportable recipes and things that they can take to scale, the reason that never works is because you can’t clone leaders,” he says.
In this episode of Making Change, Mr. Patton discusses why efforts to duplicate successful pilot projects often fall short and how to evaluate programs in a time of rapid change. He also explores the benefits and perils of setting benchmarks for your organization.
