Final answer:
End users are crucial for providing feedback on a system's performance. Obtaining varied perspectives through methods like post-training surveys, 360-degree evaluations, and the insider-outsider model informs improvements and stakeholder engagement. Challenges arise when key stakeholders lack buy-in, emphasizing the need for informed and engaged feedback.
Step-by-step explanation:
End users are employees who will use the system regularly, and they can offer important feedback on the system's strengths and weaknesses. In a business environment, obtaining end user feedback is critical for assessing the effectiveness of a system and identifying areas for improvement. For example, feedback can be obtained through post-training surveys, as was shown when an anti-harassment tutorial was rated highly informative by employees. Such feedback is essential to buy-in, which facilitates smooth operation by engaging stakeholders such as researchers and survivors in the design and evaluation of a project, as exemplified by the process of soliciting staff and survivor input on project design and surveys.
Feedback from varied sources is invaluable. Employee evaluations often derive from a combination of ratings by supervisors, peers, subordinates, and sometimes the employees themselves or outside observers. This multidimensional approach, known as the 360-degree system, provides a comprehensive view of an employee’s performance, which is beneficial for personal development and organizational decision-making. Furthermore, in complex automated systems, the decision-making processes of workers, as they interact with software, are crucial for analysis and system refinement.
Occasionally, challenges may arise when stakeholders, such as those mentioned in a mini-case study of a substance abuse prevention program, do not have sufficient knowledge or investment in a program to provide useful feedback. This underscores the importance of ensuring stakeholders are informed and engaged. Additionally, the insider-outsider model differentiates between current employees who are familiar with procedures (insiders) and those who are new or potential hires (outsiders). This model is vital in understanding who can best provide feedback based on familiarity with the system.