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First of all, I want to say thanks to the people who’ve signed up to follow this blog and have waited patiently for a long time for me to say something. I’ve been spending time working with clients, learning by doing and developing my practice in helping organisations working for social aims.

And also thanks to WordPress, who put some rather inappropriate adverts on here, but that at least prompted me to get on with writing this post. For those of you who have signed up based on those adverts, you may want to reconsider? I don’t think this blog will be quite what you’re looking for!

I do feel that now I am starting to have stuff to share – at least about the questions that have raised doubts but that have led me to think more deeply and try out new things; what I’ve taken from working in different settings; and some of the inspiring conversations and reading that have opened more territory to explore.

So a first set of thoughts on what has been the core of my work for the last two years – theory of change.

Theory of change (ToC) is the approach that everyone is trying to use now for designing, planning and evaluating programmes. Last year, I did a review  for DFID on how people were working with it. From a methodological point of view, ToC is not difficult to grasp, but from a process point of view, people have struggled to get what they would like to from it. If they approach it from a ‘technical’ angle, it doesn’t feel that different to other planning tools, especially, close cousins like the Logical Framework, which ToC is supposed to be different from.

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