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From 2011 to 2014, Hivos hosted a series of E-dialogues on different aspects of ToC thinking. ToC practitioners from around the world gave contributions based on their experiences with ToC on various topics which resulted in final papers. This particular report presents a reflection on the necessary capacities for ToC doing and thinking.

A reflection on the necessary capacities for ToC doing and thinking.

Capacities for Doing and Thinking ToC in Development Organisations

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This paper explores the relationship between complexity thinking, group process facilitation, and the use of Theory of Change (ToC) from an action-learning perspective. For the purpose of this paper, Theory of Change is understood as a transformative action thinking non-linear approach applied to complex social change processes.
It relates key concepts of complexity theory with group process facilitation, analyses the relationship between change and conflict transformation, proposes innovative ways of learning embedded in multi-stakeholder contexts, looks at how we understand and relate to the future, and then suggests certain premises and metaskills we should always consider when facilitating theory of change and complex group processes.

This paper explores the relationship between complexity thinking, group process facilitation, and the use of Theory of Change. It suggests certain premises and metaskills we should always consider when facilitating ToC and complex group processes.

Process Oriented Theory of Change Facilitation: Surfing the Wave of Complexity

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This IDS Practice Paper captures lessons from recent experiences on using &#8216;Theories of Change&#8217; amongst organisations involved in the research-policy interface.
As a tool, ‘Theories of Change’ offers much, but the paper argues that the very complexity and dynamism of the research-to-policy process means that any Theory of Change will be inadequate in this context. Therefore, rather than overcomplicating a static depiction of change at the start (to be evaluated at the end), incentives need to be in place to regularly collect evidence around the theory, test it periodically, and then reflect and reconsider its relevance and assumptions.

This practice paper captures lessons from recent experiences on using 'Theories of Change' amongst organisations involved in the research-policy interface. The paper argues that Theory of Change will be inadequate in the context of complexity.