This document discusses theories of change and how they can be used for program planning and evaluation. A theory of change explains how and why a desired change is expected to happen in a particular context. It identifies the key assumptions being made and maps out the causal linkages and pathways of change that are expected to lead to the desired goals. Theories of change help organizations engage honestly with the complexity of change processes and provide a framework to monitor progress and adjust strategies based on ongoing learning and reflection. Developing a theory of change involves backward mapping from long-term goals to identify outcomes and strategies, and making assumptions explicit. It is an iterative process that supports effective program management and evaluation.
How identifying a theory of change can help you measure the success of your programs (and organization as a whole) and obtain funding to create social change.
This slideshare describes the Theory of Change approach to program planning and design. The Theory of Change approach focuses on the assumptions that underlie social innovations and compels the kind of focus on evaluation that can help social programs improve. Unlike logic models, which are often nothing more than lists of a activities and outcomes, Theories of Change allow for a focus on the links between activities and outcomes. In our view this makes the Theory of Change approach superior.
Smart project management - Best Practices to Manage Project effectivelyChetan Khanzode
Best Practices to Manage project effectively.It gives overview of all five groups and ten PM knowledge areas.
Emphasis more important aspects of Project Management
How identifying a theory of change can help you measure the success of your programs (and organization as a whole) and obtain funding to create social change.
This slideshare describes the Theory of Change approach to program planning and design. The Theory of Change approach focuses on the assumptions that underlie social innovations and compels the kind of focus on evaluation that can help social programs improve. Unlike logic models, which are often nothing more than lists of a activities and outcomes, Theories of Change allow for a focus on the links between activities and outcomes. In our view this makes the Theory of Change approach superior.
Smart project management - Best Practices to Manage Project effectivelyChetan Khanzode
Best Practices to Manage project effectively.It gives overview of all five groups and ten PM knowledge areas.
Emphasis more important aspects of Project Management
Presentation from the November 2016 Guelph Evaluation Café at 10 Carden. Reviews similarities and differences between logic models and theories of change.
Presentation by Simon Batchelor (IDS) on Theory of Change and Outcome mapping methodologies for intermediary work, given at a virtual workshop on M&E for I-K-Mediary Network members, March 30 2010.
Taxonomy of change models Version 3.0 (July 2017)Mark Simpson
Having worked in change environments for many years and used a wide range of change models for many different types of change we found it useful to collate and categorise models for ease of reference
In this update to our taxonomy we have added Change Rx, Galbraith Star Model, Positive Deviance and Whole System Transformation; further enhancements are welcomed.
In compiling this taxonomy we were surprised at the volume of change related models, in some ways a testament to the views that change can be challenging and the search for a formulaic approach that it could be argued is not possible given that humans are wonderfully unique and change situations can be highly varied. Our view is that understanding, appreciation, empathy, flexibility and resilience coupled with a desire to learn are foundational capabilities that can help those delivering change to be in a resourceful state in order that they support others and deliver effective change.
We hope you find this taxonomy of use.
Mark Simpson
Head of Consultancy
The presentation is to train government and non-government planners to develop their skills for results-based planning and management for social sector programmes and projects.
This presentation was delivered as part of the corporate training that i conduct.
The sessions were for the project managers & Sr project managers, who are aspiring to be the program managers.
This presentation explains the difference between Monitoring and Evaluation; the types of M&E frameworks; steps in logical framework and its difference from theory of change.
Developing Project Management Leadership,
It just doesn't happen, it takes planning, it takes devotion and above all it takes people care.
See how to:
Define the core competencies of an effective Project Manger/Project Leader
Introduce ideas and techniques that will assist the Project Leader in enhancing the capabilities of the entire Project team
Provide a framework for developing a personal leadership development plan
Promote teamwork and collaborative leadership
More Information:
https://flevy.com/browse/business-document/change-management-models-1214
BENEFITS OF DOCUMENT
These models/frameworks can be used to enhance your project management and process improvement projects.
A wide range of models/frameworks for you to choose from to suit your specific needs and situation.
DOCUMENT DESCRIPTION
This presentation is a collection of PowerPoint diagrams and templates used to convey 25 different Change Management models and frameworks.
INCLUDED MODELS/FRAMEWORKS:
1. The Change Curve Model
2. Bridges' Transition Model
3. Lewin's Three Stage Change Model
4. Impact Analysis
5. Leavitt's Diamond
6. The Burke-Litwin Change Model
7. The McKinsey 7S Framework
8. The ADKAR Change Model
9. Kotter's Eight Phases of Change
10. The Training Needs Analysis Framework
11. The Power/Interest Grid for Stakeholder Prioritization
12. Osgood-Schramm's Model of Communication
13. Szpekman's Communication Framework
14. The Johari Window
15. The ADDIE Model
16. The Conscious Competence Learning Model
17. Kirkpatrick's Four-Level Training Evaluation Model
18. The PDCA Cycle
19. Six Sigma Quality Improvement (DMAIC)
20. Business Process Redesign (BPR)
21. Xerox Benchmarking Model
22. Project Management Body of Knowledge (PMBoK)
23. PRINCE2 Project Management
24. Managing Successful Programmes (MSP)
25. Management of Risks (M_o_R)
This presentation talks of what change management is, why Change management is required and briefly discusses about ADKAR, Kotter's 8 step model, Switch Framework, Kurt Lewin's change model and Virginia Satir model.
A theory of change is a purposeful model of how an initiative—such as a policy, a strategy, a program, or a project—contributes through a chain of early and intermediate outcomes to the intended result. Theories of change help navigate the complexity of social change.
Presentation from the November 2016 Guelph Evaluation Café at 10 Carden. Reviews similarities and differences between logic models and theories of change.
Presentation by Simon Batchelor (IDS) on Theory of Change and Outcome mapping methodologies for intermediary work, given at a virtual workshop on M&E for I-K-Mediary Network members, March 30 2010.
Taxonomy of change models Version 3.0 (July 2017)Mark Simpson
Having worked in change environments for many years and used a wide range of change models for many different types of change we found it useful to collate and categorise models for ease of reference
In this update to our taxonomy we have added Change Rx, Galbraith Star Model, Positive Deviance and Whole System Transformation; further enhancements are welcomed.
In compiling this taxonomy we were surprised at the volume of change related models, in some ways a testament to the views that change can be challenging and the search for a formulaic approach that it could be argued is not possible given that humans are wonderfully unique and change situations can be highly varied. Our view is that understanding, appreciation, empathy, flexibility and resilience coupled with a desire to learn are foundational capabilities that can help those delivering change to be in a resourceful state in order that they support others and deliver effective change.
We hope you find this taxonomy of use.
Mark Simpson
Head of Consultancy
The presentation is to train government and non-government planners to develop their skills for results-based planning and management for social sector programmes and projects.
This presentation was delivered as part of the corporate training that i conduct.
The sessions were for the project managers & Sr project managers, who are aspiring to be the program managers.
This presentation explains the difference between Monitoring and Evaluation; the types of M&E frameworks; steps in logical framework and its difference from theory of change.
Developing Project Management Leadership,
It just doesn't happen, it takes planning, it takes devotion and above all it takes people care.
See how to:
Define the core competencies of an effective Project Manger/Project Leader
Introduce ideas and techniques that will assist the Project Leader in enhancing the capabilities of the entire Project team
Provide a framework for developing a personal leadership development plan
Promote teamwork and collaborative leadership
More Information:
https://flevy.com/browse/business-document/change-management-models-1214
BENEFITS OF DOCUMENT
These models/frameworks can be used to enhance your project management and process improvement projects.
A wide range of models/frameworks for you to choose from to suit your specific needs and situation.
DOCUMENT DESCRIPTION
This presentation is a collection of PowerPoint diagrams and templates used to convey 25 different Change Management models and frameworks.
INCLUDED MODELS/FRAMEWORKS:
1. The Change Curve Model
2. Bridges' Transition Model
3. Lewin's Three Stage Change Model
4. Impact Analysis
5. Leavitt's Diamond
6. The Burke-Litwin Change Model
7. The McKinsey 7S Framework
8. The ADKAR Change Model
9. Kotter's Eight Phases of Change
10. The Training Needs Analysis Framework
11. The Power/Interest Grid for Stakeholder Prioritization
12. Osgood-Schramm's Model of Communication
13. Szpekman's Communication Framework
14. The Johari Window
15. The ADDIE Model
16. The Conscious Competence Learning Model
17. Kirkpatrick's Four-Level Training Evaluation Model
18. The PDCA Cycle
19. Six Sigma Quality Improvement (DMAIC)
20. Business Process Redesign (BPR)
21. Xerox Benchmarking Model
22. Project Management Body of Knowledge (PMBoK)
23. PRINCE2 Project Management
24. Managing Successful Programmes (MSP)
25. Management of Risks (M_o_R)
This presentation talks of what change management is, why Change management is required and briefly discusses about ADKAR, Kotter's 8 step model, Switch Framework, Kurt Lewin's change model and Virginia Satir model.
A theory of change is a purposeful model of how an initiative—such as a policy, a strategy, a program, or a project—contributes through a chain of early and intermediate outcomes to the intended result. Theories of change help navigate the complexity of social change.
Theory of Change seminar given by Brian Lamb OBE on 23 July 2014 to members of Wandsworth Advice, the network of advice and information providers in the London Borough of Wandsworth
Project Cycle and Causal Hypothesis _ Theory of Change.pptxGeorgeKabongah2
The project life cycle is the order of processes and phases used in delivering projects. It describes the high-level workflow of delivering a project and the steps you take to make things happen.
The most difficult part of any initiative is the behavior change it calls for, and RBQM is no exception. The implementation of RBQM without a implementation plan is just a wish.
To achieve their organizational goals, successful research organizations have figured out how to navigate change management. No matter the type of project or initiative, these companies treat any kind of plan execution with a change management mindset.
An annotated slide deck from a webinar hosted by Stilo International and conducted on June 24, 2014.
The talk introduces tactics for moving a content solution project forward quickly while also attending to essential details.
We all know that End User Adoption is an important area of focus in your SharePoint project. In this session we will take a closer look at the End User Adoption work stream and the associated roles, responsibilities, and tasks for the project plan. We will also review case studies to demonstrate how these differ based on the size of the project and the specific needs of the organization. You’ll walk away from this session with a tactical formula you can follow to create your end user adoption strategy and templates to support the process.
Evaluation of SME and entreprenuership programme - Jonathan Potter & Stuart T...OECD CFE
Presentation by Jonathan Potter, OECD LEED Senior Policy Analyst, and Stuart Thompson, OECD LEED Policy Analys, tat the seminar organised by the OECD LEED Trento Centre for the Officers of the Autonomous Province of Trento on 13 November 2015.
https://www.trento.oecd.org
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Understanding the Challenges of Street ChildrenSERUDS INDIA
By raising awareness, providing support, advocating for change, and offering assistance to children in need, individuals can play a crucial role in improving the lives of street children and helping them realize their full potential
Donate Us
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#donatefororphan, #donateforhomelesschildren, #childeducation, #ngochildeducation, #donateforeducation, #donationforchildeducation, #sponsorforpoorchild, #sponsororphanage #sponsororphanchild, #donation, #education, #charity, #educationforchild, #seruds, #kurnool, #joyhome
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This session provides a comprehensive overview of the latest updates to the Uniform Administrative Requirements, Cost Principles, and Audit Requirements for Federal Awards (commonly known as the Uniform Guidance) outlined in the 2 CFR 200.
With a focus on the 2024 revisions issued by the Office of Management and Budget (OMB), participants will gain insight into the key changes affecting federal grant recipients. The session will delve into critical regulatory updates, providing attendees with the knowledge and tools necessary to navigate and comply with the evolving landscape of federal grant management.
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- Identify the key changes and revisions introduced by the Office of Management and Budget (OMB) in the 2024 edition of 2 CFR 200.
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Canadian Immigration Tracker March 2024 - Key SlidesAndrew Griffith
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Permanent Residents decrease along with percentage of TR2PR decline to 52 percent of all Permanent Residents.
March asylum claim data not issued as of May 27 (unusually late). Irregular arrivals remain very small.
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Russian anarchist and anti-war movement in the third year of full-scale warAntti Rautiainen
Anarchist group ANA Regensburg hosted my online-presentation on 16th of May 2024, in which I discussed tactics of anti-war activism in Russia, and reasons why the anti-war movement has not been able to make an impact to change the course of events yet. Cases of anarchists repressed for anti-war activities are presented, as well as strategies of support for political prisoners, and modest successes in supporting their struggles.
Thumbnail picture is by MediaZona, you may read their report on anti-war arson attacks in Russia here: https://en.zona.media/article/2022/10/13/burn-map
Links:
Autonomous Action
http://Avtonom.org
Anarchist Black Cross Moscow
http://Avtonom.org/abc
Solidarity Zone
https://t.me/solidarity_zone
Memorial
https://memopzk.org/, https://t.me/pzk_memorial
OVD-Info
https://en.ovdinfo.org/antiwar-ovd-info-guide
RosUznik
https://rosuznik.org/
Uznik Online
http://uznikonline.tilda.ws/
Russian Reader
https://therussianreader.com/
ABC Irkutsk
https://abc38.noblogs.org/
Send mail to prisoners from abroad:
http://Prisonmail.online
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Recordings are on YouTube and the company website.
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What is the point of small housing associations.pptxPaul Smith
Given the small scale of housing associations and their relative high cost per home what is the point of them and how do we justify their continued existance
4. Page 4
Ways people describe theory of change
from Comic Relief Study
• Programme theory/ logic/ approach
• A road map for change
• A causal pathway/ chain/ model/ map
• Pathways mapping
• Intervention theory/ framework/ logic
• A process of open enquiry and dialogue
• A clear and testable hypothesis
• A logic model
• A blueprint for evaluation
• Back to basics
• A direction of travel
• A sense of direction
5. Page 5
Approaches to theory of change
• Approach 1: Those that focus on how projects or programmes
expect to bring change
• OR
• Approach 2: Those that explore how change happens more
broadly and then what that means for programme
interventions – including advocacy and influencing!
Theory of Change is simply an on-going process of reflection
to explore change and how it happens – and what that means
for the part we play in a particular context, advocacy
campaign or programme
6. Page 6
THEORY OF CHANGE
Political literacyTechnical tool
ToC is seen as
providing
practitioners with an
opportunity to
engage more
honestly with the
complexity of
change processes.
ToC is seen as
extending the
assumptions/risks
column
of a logical
framework.
Participatory process
Evolving, iterative
A questioning attitudeA questioning attitude
10. Page 10
Oxfam’s Gender Justice Theory of
Change
Community
Household
National
Global
Individual Change
Formal
Systemic Change
Informal
Women’ s access
to resources
Formal institutions,
laws, practicesCultural norms,
values, practices
Women’ s and men’ s
consciousness
12. Page 12
Elements of a Theory of Change for Advocacy
and Influencing
lasting change
=
convinced decision makers
+
credible arguments
+
broad and intense support
+
an infrastructure that sustains change
+
mass attitudes and beliefs that can sustain
change (and sometimes are the change)
13. Page 13
ToC – A cycle of planning and critical reflection
14. Page 14
14
THE CHANGE PATHWAY
What do you
understand
by a change
pathway?
A programme logic model/impact chain is a
simple diagram representing a programme’s
theory of change
A description of the kind of short
and longer term outcomes we
think are needed to bring about
programme impact
An explanation of how we
think change happens
A summary of the role that
Oxfam and others will play in
bringing about change
An articulation of the
assumptions that we are making
about how change happens
15. Page 15
Develop your unique change pathway – a
way to do it
Backward mapping – outcomes to stategies/activities
1. Clarify your goal – ultimate impact that you want to influence/ achieve (results
statement)
2. Identify long term changes that will support this goal and that you can
influence (indirectly) (long-term outcomes)
3. Work backwards: ask yourselves, in order for this to happen what needs to
change (who would be doing what differently)? (medium-term outcomes)
4. Again: ask “in order for these changes to take place, what has to be different
(who would be doing what differently – what would have to be in place?) (short-
term outcomes)
5. Once you have agreed and written up long, medium and short term changes,
discuss and agree:
o Who you should be working with?
o What you should be doing with them? (strategies/activities)
6. Link it all to your power analysis
17. Page 17
Testing the TOC - What is an
assumption?
• Assumption = something that is accepted as true or certain to
happen but there is no proof (yet)
• Good practice in Theories of Change says “assumptions
must be made explicit, categorised and linked to specific
aspects of the change pathway”
Some common assumptions we make in our work?
18. Page 18
Testing the TOC - What is an
assumption?
• Assumption = something that is accepted as true or certain to happen but there
is no proof (yet)
• Good practice in Theories of Change says “assumptions must be made
explicit, categorised and linked to specific aspects of the change
pathway”
Some common assumptions we make in our work?
• People are not aware of their rights and because of this they don’t act.
• If women participate in politics, they will advance women’s rights.
• If we achieve a pro-poor policy change, positive change for women and
marginalized groups will come.
• If we strengthen civil society organizations, they will influence the
government
19. Page 19
Testing the logic and your
assumptions
For each of the links that you have made, ask yourselves the
following sort of questions:
• Why did you think that x would lead to y?
• What might hinder this from happening? (e.g. costs,
opposing views, lack of trust/ capacity/technology, people
losing assets etc.)
• Are there any missing links?
• Who else might need to be involved?
• Looking at the pathway again, are there better ways of
getting to your goal?
• Are there things you are not sure or confident about?
• What do your other stakeholders think?
21. Page 21
What do they look like?
• No “official” format – depends on context in which you are developing
one and what type of intervention
For instance
• Policy change focus only
• Focused on attitude and behaviour change as well as political or policy
change at national level
• Part of a “one programme” approach – delivery programme at
community level linked to partners linked to national policy change or
the creation of an enabling environment etc.
29. Page 29
ToC – A cycle of planning and critical reflection
30. Page 30
What to do in complex or uncertain
situations ?
• Informed best guess
• Choosing a number of entry points
• Close monitoring
• Willingness to stop or change approach
• Regular moments to reflect and adjust
31. Page 31
TOC and MEAL - Key questions
In Monitoring and Evaluation (M&E) there are three critical
questions:
• Are we doing what we said we would do?
• (Internal Validity)
• Are we making a difference?
• (Evaluation)
• Are these the right things to do?
• (Strategic relevance)
•And are we doing the things that will get as far as we
can along the road to achieving the change we seek?
32. Page 32
TOC and MEAL plans
Consider what information you need to collect to answer the
following key questions:
• What has changed (positive/ negative/intended or not)?
• For whom?
• How significant is this?
• How did the changes come about? (What factors
contributed to them)
• What if anything did our organisation/programme
contribute?
• What would we do differently next time?
• What information do you need to effectively manage and
evaluate change?
33. Page 33
33
WHY DO WE USE THEORIES OF CHANGE
AND LOGIC MODELS?
• Programme/Campaign planning
• To bridge the gap between strategic and operational planning
• To build a joint vision with partners of what we are going to do and how
we are going to do it
• To show the cause and effect relationships between activities, strategies
and outcomes together with underlying assumptions
• Communication
• To summarise the key elements of a programme for new staff, partners
and donors
• Monitoring and evaluation
• To identify critical evaluation questions and indicators
• To encourage us to think about whether we are on track to achieving our
long-term goals
• To provide a basis for future programme evaluations
Suggestion: write the question “What do you understand by a theory of change” on a flipchart and ask for suggestions. Participants could talk with their neighbour about this first. Write up their suggestions, and then summarise the key points above.
Note that when programmes are conceived, Programme Managers usually have an idea of the kind of changes they want to bring about and how their particular programme activities will achieve them. As Oxfam GB works in complex, changing environments, it is rare that we can be 100% sure at the onset of a programme that a particular set of activities will lead to a particular outcome. Therefore, it’s important to articulate how we expect change to happen, so that we can then test our theory of change through regular monitoring and evaluation activities. If a programme is not achieving the expected results in line with its theory of change, or if the context in which it is operating changes, the theory of change can be amended to respond to this new set of circumstances.
Note that programme logic models are simply diagrams representing a programme’s theory of change – as per examples that follow.
Run through the key points above, noting:
That national change strategies are very high level. Theories of change help us to be more specific about the change we are intending to deliver and how we expect to achieve it.
That programme logic models can be used in a participatory way with partners and communities to build a joint vision for the programme.
That having a description of a programme on one page is a very effective communication tool.
That programme logic models help us to develop specific MEL plans.
