Evaluation-in-practice can be regarded as a confluence of interactions between three broad idealised sets of stakeholders – the evaluand, evaluators, and commissioners of evaluations. Elsewhere I have suggested two contrasting manifestations in which these interactions might be expressed; one as an ‘evaluation-industrial complex’ (similar in form to the ‘military-industrial complex’ originally used by Dwight Eisenhower in 1961), and another as a more benign ‘evaluation-adaptive complex’ (Reynolds, 2015).