One of the challenges people face with this aspect of theory of change thinking is that when they start thinking about assumptions, they generate a lot, and about many different things. This can quickly become overwhelming. It takes more questioning – even just simple questioning, for example, ‘why is that?’ and ‘what might be behind that idea?’ -to start to get at the deeper, more complex and difficult ones. Someone said if you can ask ‘why?’ at least five times, you can start to uncover these.

This blog post by Isabel Vogel compares working with assumptions with peeling back the layers of an onion.

Peeling back the layers of the onion: Theories of Change, assumptions and evidence

What if the theory of change has gaps, leaves out important things – or is just plain wrong? This post looks at the risks when a Theory of Change is inadequate.

What if the ToC has gaps, leaves out important things – or is just plain wrong? This post looks at the risks when a ToC is inadequate.

Having an adequate Theory of Change

reperes_toc_v4

Synthèse bibliographique réalisée dans le cadre du groupe de travail F3E COTA &#8220;Agir pour le changement&#8221;.
1. La théorie du changement 
1.1. Qu’est-ce que la ToC? 
1.2. Éléments de comparaison entre le cadre logique et la théorie du changement 
1.3. Méthode proposée pour appliquer la ToC 
1.4. Éléments d’analyse sur la ToC
2. Tour d’horizon de plusieurs méthodologies 
A) Kellogg Foundation 
B) The International Network on Strategic Philanthropy (INSP) 
C) The Aspen Institute 
D) Organizational Research Services (ORS) 
E) Keystone 
F) HIVOS 
G) Rick Davies (the social framework) 
H) CRDI (cartographie des incidences) 
Bibliographie sélective

Synthèse bibliographique réalisée dans le cadre du groupe de travail F3E COTA "Agir pour le changement".