Accidental Evaluators: Cultivating Purpose, Connection, and Meaningful Change
By Nora F. Murphy Johnson, PhD
Introduction
I often meet professionals who, like me, didn’t plan on becoming evaluators but find themselves needing to assess their work as they go to ensure it truly makes the intended difference. My own path to evaluation began after teaching at Parkmont School in Washington DC and then creating and managing youth programs for the Student Conservation Association in Pittsburgh, PA. After A LOT of ups and downs, I realized that my work could be even stronger with a way to illuminate what was truly effective and why. Evaluation—a field I hadn’t heard of before—offered me the tools to see my work through a systematic lens, guiding me toward more insightful, intentional, and impactful action.
There are as many unique journeys to this place as there are people on them. Many of us who become “accidental evaluators” hold roles—either officially or unofficially—such as innovator, entrepreneur, intrapreneur, change agent, or reflective practitioner. We’re driven by a commitment to meaningful impact, navigating the complexity and dynamism of our work environments. Along my own journey, I’ve drawn inspiration from books that explore what it means to be a change agent turned evaluator—where evaluation becomes not just a role, but a way to make a lasting contribution to the world. Here are some defining qualities of accidental evaluators, along with insights from key texts that have shaped my thinking.
We Are Connected to a Larger Purpose
We are driven by a commitment to serve a cause greater than our ambitions. We find meaning in contributing to a better world, as described in The Book of Joy, where the Dalai Lama and Desmond Tutu remind us, “we are all connected” and that “the more we care for the happiness of others, the greater our own sense of well-being becomes” (Dalai Lama & Tutu, 2016). This perspective helps us stay grounded, as we approach evaluation not merely as a task but as a meaningful way to support the people and communities we serve.
Evaluation is often called “program evaluation,” but for us, it’s not about simply creating good programs for the sake of having successful initiatives. Instead, it’s about connecting with a purpose that transcends the program itself. We ask, Are we creating positive, lasting impact? Are we lifting up the voices of the communities we work with? Are we contributing to systems change that brings genuine well-being and justice? Our goal is to go beyond measuring outputs and outcomes—to ensure that we are truly supporting individuals and communities in ways that honor their strengths, needs, and aspirations.
We Are purpose-Driven
We align our work with deeply held values, pursuing purpose in an authentic and reflective way. This commitment goes beyond tasks or objectives; it’s about embodying the values that resonate at our core. Parker Palmer, in Let Your Life Speak, challenges us to live in alignment with our inner truths, writing, “Before you tell your life what truths and values you have decided to live up to, let your life tell you what truths you embody, what values you represent” (Palmer, 2000). For Palmer, purpose is not something we impose upon ourselves but something we uncover by listening to our deepest inclinations and allowing them to guide our actions.
In a similar vein, Viktor Frankl, in Man’s Search for Meaning, speaks to the power of purpose in difficult circumstances. He writes, “Those who have a 'why' to live, can bear with almost any 'how’” (Frankl, 2006). Frankl’s experiences taught him that meaning and purpose emerge from understanding our unique contributions to the world, even in the face of extraordinary hardship. This insight reminds us that our work as evaluators is not just about methodologies or metrics; it is about connecting our actions to a greater mission that sustains us, especially when challenges arise.
Both Palmer and Frankl encourage a form of purposeful living that is introspective, resilient, and deeply connected to our core values. This values-driven approach invites us to listen inwardly, allowing our actions to emerge from the values we truly embody. When our work as evaluators aligns with this purpose, we are not simply conducting assessments—we are contributing to a world where our evaluations reflect and uphold the values of justice, empathy, and community care.
We Are Powered by Love
Love—expressed through care, empathy, and a commitment to justice—is at the heart of our work as accidental evaluators. We recognize love as a transformative force, a “superpower” that allows us to approach challenges with compassion, empathy, and a focus on justice. "In All About Love, bell hooks describes love as 'an action, a participatory emotion' that transcends sentimentality to become a force for social change (hooks, 2000).
This vision of love as action resonates with Shiree Teng and Sammy Nuñez’s work on “measuring love,” which defines love in evaluation as “the work of making justice, of putting people and communities first” (Teng & Nuñez, 2019). Centering love as a guiding principle allows us to build trust, foster equity, and create evaluations that honor the voices and lived experiences of the communities we serve.
However, centering love does not mean we are blind to power dynamics or the conflicts that often accompany them. Adam Kahane, in his book Power and Love, writes about the need to balance these two forces—love as the drive to connect and power as the drive to achieve. According to Kahane, when love and power are integrated, “power without love is reckless and abusive, and love without power is sentimental and anemic” (Kahane, 2010). In our work, we understand that love alone cannot dismantle inequities or create systemic change; it must be paired with an awareness of power—how it operates, who holds it, and how it affects those impacted by our evaluations.
We ACT AS THOUGH Positive Change Is Possible
We are driven by what Macy and Johnstone call active hope—the intentional practice of facing complex challenges while continuing to work toward a better future. As Macy explains, active hope is “something we do rather than have” (Macy & Johnstone, 2022). This kind of hope isn’t passive or idealistic; it is a dynamic force that requires courage, resilience, and a commitment to action, even when faced with seemingly insurmountable odds. Active hope means daring to believe that things can improve, even in the face of obstacles that threaten to knock us off course. When setbacks occur, we see them not as failures but as opportunities to pause, reassess, rally, and begin again, driven by a faith that positive change is still possible.
This resilient form of hope is not something we have to cultivate alone. Margaret J. Wheatley, in Turning to One Another, reminds us of the essential role that community plays in sustaining hope and resilience. Wheatley argues that true change and sustained hope emerge when we come together, share our stories, and listen deeply to one another’s experiences. She writes, “We can’t be creative if we refuse to be confused… Change always starts with confusion; cherished interpretations must dissolve to make way for the new” (Wheatley, 2002). Through open, authentic dialogue, we find support in times of confusion and uncertainty, gaining the strength to persevere through challenges by connecting with others who share our vision for a better future.
By combining Macy and Johnstone’s active hope with Wheatley’s emphasis on community, we cultivate a hope that is both deeply personal and fundamentally shared.
We Are Curious and Inquisitive
We are naturally driven by curiosity, constantly asking questions that lead us to deeper insights. For us, questions are not just tools but pathways to new understanding and opportunities that bring us closer to transformation. Warren Berger, in A More Beautiful Question, describes the powerful role that questioning plays in creating change. He argues that “a beautiful question can shift the way we think about something and set us on a different path altogether” (Berger, 2014). A beautiful question, according to Berger, is one that is open-ended, thought-provoking, and challenging enough to inspire us to look beyond surface-level answers. It has the power to reframe our perspectives, helping us uncover hidden assumptions and explore new possibilities that might otherwise go unnoticed.
This commitment to inquiry aligns with our mission to uncover meaningful change. In evaluation, asking the right questions is fundamental to truly understanding the impact of our work. Rather than focusing solely on what’s easy to measure, we dig deeper, asking questions like, Why does this work matter? Whose voices are we hearing, and whose are we missing? What impact are we hoping to create, and how can we make it sustainable? These questions drive us to look beyond numbers and statistics, leading us to insights that honor the full complexity of the communities and issues we serve. In this way, evaluation becomes less about proving or validating and more about exploring, discovering, and learning. It is through the art of asking beautiful questions that we find the courage to rethink, reimagine, and reshape our work in service of deeper, lasting change.
We Explore the Adjacent Possible
What does this mean? The term "adjacent possible" was coined by Stuart Kauffman, a theoretical biologist and complex systems researcher, who introduced the concept in his work on evolutionary biology. Kauffman used it to describe the set of possibilities that become available through incremental changes, or small steps, in biological evolution. The adjacent possible represents the range of next achievable steps from any given position, fostering innovation and complexity as new possibilities arise from existing conditions. The concept was popularized beyond biology by Steven Johnson in his book Where Good Ideas Come From: The Natural History of Innovation, where he applied it to creativity, innovation, and the evolution of ideas. The adjacent possible invites us to see each step we take as opening new possibilities that lead us forward, even if we can’t yet see the entire path. This principle of moving intentionally into what’s emerging resonates deeply with the journey of Accidental Evaluators, who strive to make a meaningful impact, one step at a time.
Note: I want to give a special shoutout to Glenn Page of SustainaMetrix, who first introduced me to the idea of an "adjacent possibility." It was one of those moments where something that didn’t quite connect before finally shifted into place. If we can’t know exactly where we are going or how to get there, how can I explain to people what we are trying to achieve when we take our next wise action? Turns out the answer is, that we try to move into the next adjacent possibility as it emerges and while it remains open.
We Are Resilient and Adaptable
We thrive in uncertainty, harnessing flexibility and resilience to navigate challenges and drive meaningful change. In times of rapid transformation or unpredictability, we draw on our ability to adapt, remaining focused on our mission even when the path forward is unclear. This adaptability is not merely about reacting to external circumstances; it is a proactive approach to change, one that involves constantly realigning our strategies to meet evolving needs and conditions and to stay in harmony with the needs of those we serve.
adrienne maree brown, in Emergent Strategy, describes this approach as “how we intentionally change in ways that grow our capacity to embody the just and liberated worlds we long for” (brown, 2017, p. 24). For brown, adaptation is not just a skill; it is a deeply intentional practice rooted in our commitment to equity and justice. In this sense, resilience is not simply about enduring challenges; it is about transforming ourselves and our approaches so that we can be more effective allies in creating positive change. Adapting in ways that allow us to embody our values makes us stronger, more compassionate, and more effective in supporting others.
In moments of uncertainty, we ask ourselves: How can we adjust in ways that remain true to our mission? What new approaches can we explore that align with the needs of those we serve? By staying open to change, we allow our work to become more agile, innovative, and impactful, and cultivate a mindset of humility and learning. We acknowledge that we don’t have all the answers and that effective solutions often arise from collaborative, iterative processes. This openness to continuous evolution supports us in navigating complex systems with grace, and in doing so, we model a way of working that is rooted in empathy, justice, and the possibility of transformation.
We Are Reflective Learners
We embrace a mindset of continuous growth, learning through experience and making real-time adjustments to improve our impact. Donald Schön calls this process “reflection-in-action,” where we pause in the midst of our work to examine what’s unfolding, question our assumptions, and adapt our approach as needed (Schön, 1983, p. 49).
For Indigenous scholars like Shawn Wilson, reflective practice extends beyond individual growth; it is a relational and ethical commitment to the communities, relationships, and ecosystems involved in the work. In Research Is Ceremony: Indigenous Research Methods, Wilson describes how Indigenous research is fundamentally relational, emphasizing that all knowledge comes with a responsibility to maintain balance and respect within relationships. Wilson explains that “accountability… is accountability to all our relations and everything around us” (Wilson, 2008). This perspective aligns reflection with the concept of “relational accountability,” where we don’t simply reflect on the effectiveness of our work but also ask ourselves if we are acting in ways that honor and uphold our commitments to the people and places our work touches. This approach enriches our understanding of reflection by embedding it within a broader context of reciprocity and interconnectedness.
Incorporating both Schön’s and Wilson’s insights allows us to approach our reflective practice with greater depth, seeing it as an opportunity for ethical accountability as well as personal growth. By pausing to ask ourselves not only Is this working? but also Am I honoring the relationships within this work? we create space for learning that is both introspective and community-centered. This dual lens of reflection ensures that our actions align not only with our values and mission but also with a broader commitment to justice, respect, and relational balance.
We Are CreativeS
We are fueled by a profound drive for creativity, seeing it as a pathway to connect, transform, and uncover deeper insights. Creativity is not only about generating new ideas but also about challenging existing norms and finding meaning amid complexity. As Shaun McNiff reflects in Art Heals, “creative expression generates a spirit that can transcend even the most difficult challenges” (McNiff, 2004). This spirit of creativity becomes a source of resilience, empowering us to adapt, reimagine, and bring lasting, transformative change to our work and communities. Creative problem-solving enables us to not only tackle immediate issues but also to envision new possibilities that may not yet be fully visible. By incorporating creative practices into evaluation, we infuse our work with a sense of purpose, innovation, and connection that resonates on a deeper level with those we serve.
In Big Magic, Creative Living Beyond Fear Gilbert (2015) explores the inner landscape of creativity, urging readers to embrace curiosity, take risks, and see creative expression as an essential part of life. She writes, “Do you have the courage to bring forth the treasures that are hidden within you?” (Gilbert, 2015). Her work encourages us to approach creativity with openness and courage, to view it not just as a means of generating ideas but as a way to live more fully, authentically, and resiliently.
Together, McNiff and Gilbert inspire a view of creativity as both a transformative tool and a source of inner strength, reinforcing our commitment to evaluation that is dynamic, adaptive, and deeply connected to our core values.
We Are Collaborative and Community-Focused
We understand that meaningful change rarely happens in isolation and that collaboration is essential for creating sustainable impact. This understanding drives us to prioritize people and relationships, grounding our work in shared goals and collective impact. Collaboration is not just a tactic; it’s a core value that shapes how we approach challenges and harness diverse perspectives to co-create solutions. By fostering authentic connections, we create spaces where each person’s insights and skills contribute to a larger purpose. The Emergent Learning community captures this well, noting, “We work in environments that are both dynamic—making it hard to pinpoint a predictable strategy, and complex—meaning that we need the heads, hearts, and hands of many other actors outside of our scope of control to achieve our goals, and that, to get there, our goals need to be shared” (Emergent Learning Community Project, 2023, "Why We Need," para. 3). In complex, ever-shifting environments, we recognize that change requires a web of relationships, each connected through a shared commitment to making a difference.
Peter Block, in Community: The Structure of Belonging, deepens this perspective by emphasizing the power of community and the importance of “restoring and deepening our capacity for relatedness” (Block, 2009). Block challenges us to view collaboration not merely as a practical strategy but as a fundamental way of being. He argues that when we gather around shared values and common aspirations, we create spaces of possibility where true change can emerge. For Block, community is not just a collection of individuals but a collective commitment to caring, connection, and shared accountability. This sense of belonging is transformative, as it empowers individuals to move beyond self-interest and focus on the well-being of the group.
For us, collaboration with and as community becomes the foundation for lasting change, as it aligns our goals with the strengths, insights, and aspirations of everyone involved. We understand that by engaging deeply with others, we create an ecosystem of support and accountability that not only fuels our work but also creates a shared sense of purpose that sustains our efforts for the long term.
We Are Self-Renewing
Our work is often emotionally demanding, making self-care essential to avoid burnout. It requires not only intellectual rigor but also emotional resilience, as it often involves advocating for communities, addressing systemic inequities, and navigating complex interpersonal dynamics. Without practices to renew and sustain ourselves, it becomes easy to feel depleted. In The Artist’s Way, Julia Cameron emphasizes the importance of “filling the well,” suggesting that creative and impactful work requires regular renewal and self-compassion (Cameron, 1992). For Cameron, nurturing our inner lives through creative pursuits, nature, and quiet reflection is not just beneficial—it is essential to maintaining the capacity to do meaningful work.
adrienne maree brown takes this concept further in Pleasure Activism, where she argues that self-care is a radical and necessary act, especially for those engaged in work that challenges injustice and advocates for change. She writes, “self-care is a radical act,” reminding us that tending to our own well-being is not selfish, but a crucial part of sustaining our capacity to serve others. For brown, pleasure and joy are not luxuries; they are essential elements of a life that resists oppression and fosters resilience. She invites us to approach self-care as both restorative and revolutionary, a practice that reinforces our ability to engage in challenging work without sacrificing our well-being.
Nurturing ourselves—whether through time in nature, creative expression, quiet contemplation, or joyful connection with others—allows us to bring sustained energy, empathy, and dedication to our work. By honoring our need for rest and joy, we don’t just sustain ourselves; we model a way of working that values wholeness and authenticity. This approach affirms that our well-being is deeply connected to the impact of our work, and to support others effectively, we must first nurture ourselves. In a world that often elevates productivity over wellness, choosing to care for our bodies, minds, and spirits becomes an act of radical transformation.
Closing
I’ve shared some of the qualities and insights that shape us as Accidental Evaluators—those of us who didn’t plan to become evaluators but have found ourselves using this work to create positive impact. Now, I’d love to hear from you. Does this resonate with your journey? What qualities or practices do you feel are essential to your work as an evaluator or change agent? And what books or authors have shaped your perspective?
Please share your reflections, insights, or recommended reads—our journey as Accidental Evaluators is enriched by the wisdom and experiences we share.
References Cited
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brown, a. m. (2019). Pleasure Activism: The Politics of Feeling Good. AK Press.
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