ids_brief_theory_of_change

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.

Learning about Theories of Change for the monitoring and evaluation of research uptake

levy_institutionalization_web_exercise

This document introduces and elaborates on the notion of the &#8216;web&#8217; of institutionalisation by Levy (1996) as part of the internal assessment by Hivos of the institutionalisation of Theory of Change thinking. It zooms in on the core elements, presented by Levy as the citizen&#8217;s, policy, organizational and delivery sphere, and lists guiding questions for each sphere, specifically formulated for Hivos&#8217; internal assessment.
Related is <a href="https://changeroo.com/toc-academy/posts/institutionalising-gender-equality">this</a> post, which elaborates further on the institutionalisation dimensions identified by Levy.
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This document applies the institutionalisation elements identified by Levy (1996), as part of the internal assessment by development organisation Hivos of the institutionalisation of Theory of Change thinking in their organisation.

The web of institutionalisation: Assessing Uptake of ToC Thinking in Hivos

retolaza_2014_process_oriented_facilitation_toc

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.