Abstract
This article outlines a relational approach to evaluating organizational development activities. The paper analyzes organizational development activities as complicated, situated and “technically” mediated interactions between different actors. According to the relational evaluation the outcomes of development interventions are not reducible to any individual factor, but they are rather collectively produced by the different human and non-human elements. The approach is illustrated by a case where the processes and outcomes of development activities in 12 social welfare offices are followed and evaluated and where evaluation is harnessed to facilitate the development activities.
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