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The brief explains how the Exploration Stage initiates meaningful organizational change by ensuring informed agreement on what, how, and with which resources an innovation will be implemented. It highlights that “getting things done” or assigning participation can reduce success, increase wasted and lost opportunities, and create long-term opportunity costs. Data from Romney et al. (2014) and Nutt (2001) compare Exploration completion with assignment and other approaches.",{"@graph":69,"@context":122},[70,84,105],{"@type":71,"itemListElement":72},"BreadcrumbList",[73,77,79,82],{"item":74,"name":75,"@type":76,"position":8},"https://docshare.wps.com","Home","ListItem",{"item":78,"name":9,"@type":76,"position":14},"https://docshare.wps.com/document/",{"item":80,"name":40,"@type":76,"position":81},"https://docshare.wps.com/document/research-report/",3,{"item":83,"name":65,"@type":76,"position":19},"https://docshare.wps.com/document/scaling-up-brief-dean-fixsen-caryn-ward-and-barbara-sims-number-4-october-2014/586433/",{"url":83,"name":65,"@type":85,"image":86,"author":91,"headline":65,"publisher":94,"fileFormat":97,"inLanguage":63,"description":67,"dateModified":98,"datePublished":99,"encodingFormat":97,"isAccessibleForFree":100,"interactionStatistic":101},"DigitalDocument",{"url":87,"@type":88,"width":89,"height":90},"https://docshare.wps.com/thumbnails/scaling-up-brief-dean-fixsen-caryn-ward-and-barbara-sims-number-4-october-2014/586433.png","ImageObject",300,407,{"name":92,"@type":93},"Quinn Holloway","Person",{"url":74,"name":95,"@type":96},"DocShare","Organization","application/pdf","2026-10-30","2026-10-15",true,{"@type":102,"interactionType":103,"userInteractionCount":29},"InteractionCounter",{"@type":104},"ViewAction",{"@type":106,"mainEntity":107},"FAQPage",[108,114,118],{"name":109,"@type":110,"acceptedAnswer":111},"What is the Exploration Stage in implementation described in the brief?","Question",{"text":112,"@type":113},"The Exploration Stage is the process that begins meaningful organizational change by creating mutually informed agreement to proceed with an innovation, clarifying what will be done, how it will be done, and the resources and timelines.","Answer",{"name":115,"@type":110,"acceptedAnswer":116},"Why does forcing participation harm implementation outcomes?",{"text":117,"@type":113},"The brief notes that selecting units and requiring participation tends to reduce chances of success and increases wasted and lost opportunities, leading to long-term distractions and shortages of resources.",{"name":119,"@type":110,"acceptedAnswer":120},"How do Exploration Stage activities compare to assignment in outcomes and costs?",{"text":121,"@type":113},"Data cited show that organizations completing Exploration Stage activities achieved substantially better outcomes at significantly less cost, while assigned organizations had lower trainee completion and much higher cost per outcome.","https://schema.org",{"og:url":83,"og:type":124,"og:title":65,"og:site_name":95,"og:description":67},"article",{"robots":126,"canonical":83},"index,follow",{"doc_id":128,"site_id":62},586433,1792209341,{"code":4,"msg":5,"data":131},{"doc_id":128,"user_id":132,"nickname":92,"user_avatar":133,"doc_module":4,"category_id":39,"category_name":40,"doc_title":65,"doc_description":67,"doc_content":134,"file_id":135,"file_url":136,"file_type":137,"file_size":138,"view_count":29,"is_deleted":4,"is_public":8,"is_downloadable":8,"audit_status":8,"page_count":24,"language":139,"language_code":63,"site_id":62,"html_lang":63,"table_of_contents":140,"faqs":141,"seo_title":142,"seo_description":67,"update_tm":143,"read_time":144,"preview_page_count":4},2336474466712,"https://ap-avatar.wpscdn.com/davatar_a8503ba1806abce46bf441b54a3ca4cd","| | Scaling-up Brief\u003Cbr>Dean Fixsen, Caryn Ward, and Barbara Sims | October 2014\u003Cbr>Number 4 |\n| --- | --- | --- |\n\nEffective implementation capacity is essential to improving education. The State Implementation & Scaling‐up of Evidence‐based Practices Center supports education systems in creating implementation capacity for evidence‐based practices benefitting students, especially those with  \ndisabilities.  \nExploration Stage  \nInitiation of meaningful change in organizations and systems begins with the Exploration Stage of implementation. Exploration Stage processes are designed to assure mutually informed agreement to proceed with use of an innovation; both the Implementation Team and the organization understand what is to be done, how it will be done, and the resources and timelines for doing it.  \nExploration Stage activities require discipline. For the sake of “getting things done”or responding to crises, there is a tendency for organization and system leaders to select units and (gently or authoritatively) require them to participate. While this may be necessary at times, this often is costly in three ways:  \n1. The chances of success are reduced  \n2. The costs in terms of wasted resources are increased  \n3. The costs in terms of lost opportunities are increased  \nA recent study helps to explain why many organizations do more and spend more but do not accomplish more. Romney, Israel, and Zlatevski (2014) assessed outcomes and costs for organizations that were attempting to use an evidence‐ based innovation. Some of the organizations completed Exploration Stage activities and arrived at an informed decision to proceed with the use of an innovation. Other organizations were told by their funder to participate. As shown in the Table below, organizations that completed Exploration Stage activities produced substantially better outcomes at significantly less cost. In Assigned organizations, fewer trainees successfully completed the activities required to develop competencies, and the cost for each outcome was substantially higher.  \nSuccess and Costs Related to Exploration Stage Activities  \n|  | Trainee Completion | Cost/Completed Trainee | Cost/Improved 1‐Yr. Outcome |\n| --- | --- | --- | --- |\n| Exploration | 65% | $1,052 | $365 |\n| Assignment | 13% | $7,811 | $924 |\n\nRomney, Israel, and Zlatevski (2014)  \nState Implementation & Scaling‐up of Evidence‐based Practices Center [www.scalingup.org](www.scalingup.org)  \nSimilar to Romney, Israel, and Zlatevski’s findings, Nutt (2001) found that edicts (assignment) produced poor outcomes. Nutt (2001) examined implementation approaches and outcomes in 376 organizations (public, private, profit, non‐profit) . Nutt found that active implementation approaches (intervention/facilitation; participation/internal team) were used less often but produced superior outcomes within reasonable timelines during a two‐year follow up study. Edicts consisted of leaders deciding what needed to be done, announcing the decision, and describing the compliance requirements. Persuasion also was a top‐down process with leaders engaging in a process to “sell” the innovation to staff by providing extensive information about the benefits, meeting with staff groups, and inviting experts to confirm the needs and benefits.  \nImplementation Outcomes Related to Implementation Approach  \n\n| Approach | Usage | Success | Months |\n| --- | --- | --- | --- |\n| Intervention/ Facilitation | 8% | 87% | 14 |\n| Participation/\u003Cbr>Internal Team | 18% | 73% | 16 |\n| Persuasion | 37% | 47% | 21 |\n| Edict | 37% | 35% | 15 |\n\nNutt (2001)  \nNutt also examined the effects of crisis vs. non‐urgent decisions, high resource vs. low resource requirements, internal vs. external pressures to act, and support from top level vs. middle level leaders. These factors had little or no impact on success outcomes. High resource innovations took more time and top level leadership support reduced time to put the innovation in place. These data ","cbCaieJSvWzIW5ZH","https://ap.wps.com/l/cbCaieJSvWzIW5ZH","pdf",294478,"English","# Exploration Stage\n## The need for discipline in implementation\n## Success and costs: Exploration vs assignment\n## Implementation approaches and outcomes\n## Opportunity costs over time\n## Dimensions of the Exploration Stage of Implementation","[{\"question\":\"What is the Exploration Stage in implementation described in the brief?\",\"answer\":\"The Exploration Stage is the process that begins meaningful organizational change by creating mutually informed agreement to proceed with an innovation, clarifying what will be done, how it will be done, and the resources and timelines.\"},{\"question\":\"Why does forcing participation harm implementation outcomes?\",\"answer\":\"The brief notes that selecting units and requiring participation tends to reduce chances of success and increases wasted and lost opportunities, leading to long-term distractions and shortages of resources.\"},{\"question\":\"How do Exploration Stage activities compare to assignment in outcomes and costs?\",\"answer\":\"Data cited show that organizations completing Exploration Stage activities achieved substantially better outcomes at significantly less cost, while assigned organizations had lower trainee completion and much higher cost per outcome.\"}]","Scaling-up Brief - Dean Fixsen, Caryn Ward, and Barbara Sims - Number 4 - October 2014 | PDF",1792057902,13]