On this page we answer the question, what is Theory of Change and Strategic Planning? We also explain why we think it’s important and our approach.
You can also view our related training courses, videos and news. We also offer consultancy, facilitation and coaching on this subject.
At IMA, Theory of Change (ToC) is understood to be a thinking-action alternative to other more rigid approaches and planning logics. ToC is not only a tool but a way of understanding and learning about change. Since we live in a complex and, at times, conflictive era, we need more flexible instruments that enable our actions to be planned and monitored in complex, emerging and uncertain contexts.
In an environment where theories of change amongst individuals or organisations coexist, power relations emerge regarding whose interpretation of social change prevails and informs decisions.
We believe that when programme implementers and organisations are more aware of the complexity of how change happens - by exploring and making explicit the assumptions, mindsets, values and relationships that underlie their programmes’ logic - they can increase effectiveness and be more realistic about how to contribute to transformative changes.
By ‘transformative changes’ we mean those related to: individual and collective identities (i.e. by expanding the idea of what it is to be, for example, a woman, a Palestinian, or a rubber tapper in Brazil); mindsets (by being aware of how I/we think about things); relationships (by reflecting critically how I/we relate to others, both “uppers" and “lowers”, based on my/our new self-awareness).
In particular, we highlight the opportunity that ToC frameworks bring to social organisations, enabling them to focus on learning about change for achieving greater responsibility and accountability to both donors and end recipients of their programmes.
A ToC should help us organise our thoughts and, based on our knowledge and experience, abstractly configure those conditions needed to achieve the desired change in a given context. This is partly done by making our assumptions explicit and by critically analysing them.
Using participatory methods we first uncover both personal and organisational assumptions which lie behind every intervention in the development context. We then explore these with a self-reflective process that enables participants to see and understand what type of social change they are contributing to.
The Italian NGO ACRA works in different countries, directly implementing projects and working through partners.
Recently, staff at HQ articulated the need to harmonise their understanding of M&E concepts and tools. Leigh and Silvia facilitated a workshop for ACRA in Milan, allowing project and support staff to develop their own understanding of what M&E means to ACRA.
We worked on theories of change for a couple of projects and critically, spent time looking at how to develop and strengthen the relationship between projects and the wider, organizational learning environment, ensuring engagement and accountability.
Tags: multi-sector, Theory of Change, multi-stakeholders, reflective practice
Website: http://www.lishe.org/
Tags: Theory of Change, Results-Based Management, log frames
Website: http://www.cta.int/en/
Tags: Theory of Change, multi-stakeholder, Role of Civil Society in Nature Conservation
Website: http://www.wwf.se/header/english/1129071-about-wwf
