This dissertation re-evaluates the ways in which contemporary television documentary practices engage their audience. Bringing together historical frameworks, and using them to analyse a range of examples not considered together within this context previously, the main finding is that the use of spectacle to engage the audience into a visceral response cuts across all of the examples analysed, regardless of the subject matter being explored. Drawing on a media archaeological approach, the dissertation draws parallels with the way in which pre-cinema engaged an audience where the primary point of engagement came from the image itself, rather than a narrative. Within a documentary context, which is generally understood as a genre which is there to educate or inform an audience, the primacy of spectacle calls for a re-evaluation of the form and function of documentary itself. Are twenty-first century documentary practices manufacturing an emotional connection to engage the audience over attempting to persuade with reasoning and logic? The answer contained within this dissertation is that they are.

The research was aimed at addressing the challenge of evaluating a large scale change intervention in a large organisation and in a complex environment. Finding robust, meaningful yet realistic methodologies from among the array of possible approaches, methods and techniques has proved problematic, for both organisational practitioners and academics alike. The research explored this issue of choice from the perspective of ¿fit for purpose¿ and suggests a multi-faceted approach, using a range of evaluation methods and techniques, which were applied to an ongoing example at the BBC. It was also planned to use structural equation modelling (SEM) techniques to examine the relationships between variables critical to the study. The approach described represents a ¿pilot¿ evaluation exercise, which drew on data collected from early cohorts going through the BBC Leadership Programme, a key element of the ¿Making it Happen¿ change strategy initiated by the then Director General, Mr. Greg Dyke. As a second level of research, an evaluation of the primary evaluation itself, i.e. of the BBC Leadership Programme, was also undertaken to assess the effectiveness of the primary evaluation strategy and its implementation. Three hypotheses were examined in terms of programme impact: It was proposed that participation in the programme would bring about collective improvements in individual leadership behaviour (Ho1), leading to improved departmental performance across the business (Ho2), in turn, resulting in improved organisational performance (Ho3). Due to limitations in the application of the methodology it was not possible to use SEM analyses on the data collected. Alternative analyses failed to demonstrate conclusive support for all three hypotheses and, while other factors besides programme attendance appear to influence leadership performance the afore-mentioned limitations restrict the ability to draw firm conclusions. Following evaluation of the primary evaluation it was evident that, as a pilot exercise, important outcomes from the programme evaluation give rise to ¿lessons learned¿ and changes are suggested for any future evaluation exercise of this kind.

The research was aimed at addressing the challenge of evaluating a large scale change intervention in a large organisation and in a complex environment. Finding robust, meaningful yet realistic methodologies from among the array of possible approaches, methods and techniques has proved problematic, for both organisational practitioners and academics alike. The research explored this issue of choice from the perspective of 'fit for purpose' and suggests a multi-faceted approach, using a range of evaluation methods and techniques, which were applied to an ongoing example at the BBC. It was also planned to use structural equation modelling (SEM) techniques to examine the relationships between variables critical to the study. The approach described represents a 'pilot' evaluation exercise, which drew on data collected from early cohorts going through the BBC Leadership Programme, a key element of the 'Making it Happen' change strategy initiated by the then Director General, Mr. Greg Dyke. As a second level of research, an evaluation of the primary evaluation itself, i.e. of the BBC Leadership Programme, was also undertaken to assess the effectiveness of the primary evaluation strategy and its implementation. Three hypotheses were examined in terms of programme impact: It was proposed that participation in the programme would bring about collective improvements in individual leadership behaviour (Ho1), leading to improved departmental performance across the business (Ho2), in turn, resulting in improved organisational performance (Ho3). Due to limitations in the application of the methodology it was not possible to use SEM analyses on the data collected. Alternative analyses failed to demonstrate conclusive support for all three hypotheses and, while other factors besides programme attendance appear to influence leadership performance the afore-mentioned limitations restrict the ability to draw firm conclusions. Following evaluation of the primary evaluation it was evident that, as a pilot exercise, important outcomes from the programme evaluation give rise to 'lessons learned' and changes are suggested for any future evaluation exercise of this kind.