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As an evaluation method, GAS has many uses. GAS can be used to compare treatments or to simply evaluate treatment effectiveness with one client. GAS is used to scale treatment goals, and then their level of attainment are measured. It is a valid individualized treatment outcome and program evaluation measure.
The Brown–Gibson model is one of the many techniques for multi-attribute decision making. The method was developed in 1972 by P. Brown and D. Gibson. [ 1 ] This is one of the few models which integrates both objective and subjective factors in decision making .
Objectives and key results (OKR, alternatively OKRs) is a goal-setting framework used by individuals, teams, and organizations to define measurable goals and track their outcomes. The development of OKR is generally attributed to Andrew Grove who introduced the approach to Intel in the 1970s [ 1 ] and documented the framework in his 1983 book ...
Many groups want to designate priority outcomes – that is, outcomes they know they need to measure if the theory is going to hold. These are the outcomes that must be operationalized (that is, made measurable by one or more indicators.) At a minimum, every outcome for which initial interventions will be designed should have at least one ...
If attempts are made to purchase or commission health services using outcomes data, bias may be introduced that will negate the benefits, especially in the service provider produces the outcomes measurement. See Goodhart's Law; Inadequate attention may be paid to the analysis of context data, such as case mix, leading to dubious conclusions. [27]
The Gibsonian ecological theory of development is a theory of development that was created by American psychologist Eleanor J. Gibson during the 1960s and 1970s. Gibson emphasized the importance of environment and context in learning and, together with husband and fellow psychologist James J. Gibson, argued that perception was crucial as it allowed humans to adapt to their environments.
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Outcomes – a short statement reflecting the desired result or final deliverable of the contract; Measures – define a set of performance measures that collectively measure the organisations performance against the outcome statement; Levels – set performance levels for the performance measures, i.e. how well the contractor needs to perform