Finding a Healthy Match: A Discussion on Applying the Appropriate Level of Analysis for Global Health Engagement Activities

Diehl, Glendon; Major, Solomon

doi:10.7205/milmed-d-15-00403

Cited by 2 publications

(2 citation statements)

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“…These change assumptions are commonly fraught with mismatched levels of measurement and analysis, resulting in incorrect reductionism or falling into the ecological fallacy trap (Lavrakas, 2008). DoD GHEs prescribe strategic (systems-level) change effects to technical level interventions, usually implemented at the individual or small group level (Diehl & Major, 2016).…”

Section: Capacity Building In Practicementioning

confidence: 99%

“…Despite the critical role that the U.S. Department of Defense (DoD) plays in building the capacity of international partners through global health engagement (GHE), the planning and evaluation of these interventions often lack a comprehensive perspective of the intricacies of and interactions within complex systems (Diehl & Major, 2016). This article seeks to demonstrate the value of integrating systems thinking into the U.S. DoD GHE initiatives to delineate levels of analysis and measurement within and across systems.…”

Section: Introductionmentioning

confidence: 99%

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“Leveling up” for change: Application of a multilevel system capacity change model to evaluate U.S. Department of Defense global health engagement activities

Reed

Harwood²,

Jackson

et al. 2021

New Drctns Evaluation

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Evaluating within complex systems is challenging because of how complexity affects the identification and observation of outcomes. U.S. Department of Defense (U.S. DoD) capacity building global health engagements are often difficult to measure due to the conflation of levels of analysis and confounding variables, hindering the explanation of change effects. This article will illustrate two case examples where a boundary-driven systems framework was utilized to integrate systems thinking into U.S. DoD capacity building programs and associated evaluations. The findings from the first case led to developing a theory of change that was later tested and refined in the second case to establish the multilevel system (MLS) concept model. Based on these findings, the four distinct system boundaries and subcomponents of the MLS concept model were refined to include changes within the organizational system. The development of the MLS model allowed for the explicit framing of efforts, measurement and analysis, and the alignment of program activities and observed outcomes; while still allowing for the illumination of emergent change effects in a complex system.

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Section: Capacity Building In Practicementioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%