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Toc_notes_3_working_with_assumptions_in_a_toc_process

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This note is based on our collective experiences in working with organizations to develop their theory of change. One of the most eye-­opening aspects of the work for participants – and us – is that of identifying assumptions. Suddenly having an ‘aha’ moment about a long held and problematic assumption has been powerful, helping to: understand what works and why/or understand why things did not work, generate new strategies and actions, pinpoint information for outcome or impact reporting, and reveal why organisations in a partnership might not be working well together… yes, their assumptions differ.
We consider thoughtful assumption identification an essential aspect of a ToC process. Yet it is often poorly done. Common problems with assumptions are that people identify too few or too many, fail to see critical assumptions, and focus only on context assumptions while ignoring causal assumptions. We hope these notes can give ideas on how to improve this vital aspect of any good ToC process. After defining assumptions, this note explains their utility and gives some ideas about how to work with them effectively.

This report gives reflects on assumptions in a ToC process and offers practical pointers to identify the most critical ones.

Working with Assumptions in a Theory of Change Process

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This Guidance Note describes the Theory of Change approach and explains why it is a good fit for climate change adaptation programming. It highlights its differences with the more familiar logic model / logical framework (‘logframe’) approaches – and also shows how they can be used together.
It goes on to guide the reader through the steps of a hypothetical ToC exercise, and then comments on how to avoid the disadvantages and pitfalls that can occur when applying this model. It concludes by highlighting a ‘real world’ example of how one agency has used ToC to enhance its work.
<h1>Related</h1>
<a href="http://www.managingforimpact.org/resource/guidance-note-1-twelve-reasons-why-climate-change-adaptation-me-challenging" target="_blank" rel="noopener">Twelve reasons why climate change adaptation M&amp;E is challenging</a> 
Authors: Bours, D., McGinn, C. &amp; Pringle, P. 
Publication date: 2013
The complexities inherent in climate change adaptation (CCA) programming call for a nuanced approach to M&amp;E research. This is not, however, always being realised in practice. CCA poses a range of thorny challenges for evaluators.
<a href="http://www.managingforimpact.org/resource/guidance-note-2-selecting-indicators-climate-change-adaptation-programming" target="_blank" rel="noopener">Selecting indicators for climate change adaptation programming</a> 
Authors: Bours, D., McGinn, C. &amp; Pringle, P. (for SEA Change CoP, UKCIP) 
Publication date: 2014
Contributing to the debate on how to deal with the complexities of climate change adaptation (CCA) as evaluators, this second guidance note poses the question: how does one go about choosing appropriate indicators?
<a href="http://www.managingforimpact.org/resource/monitoring-evaluation-climate-change-adaptation-synthesis-tools-frameworks-and-approaches" target="_blank" rel="noopener">Monitoring &amp; evaluation for climate change adaptation: A synthesis of tools, frameworks and approaches</a> 
Authors: Bours, D., McGinn, C. &amp; Pringle, P. (for SEA Change CoP, UKCIP) 
Publication date: 2013
This report represents a synthesis and summary of frameworks for the monitoring and evaluation (M&amp;E) of climate change adaptation (CCA) interventions, with a specific focus on international development projects and programs.

This document describes the Theory of Change approach and explains why it is a good fit for climate change adaptation programming. It highlights its differences with the more familiar logic model / logical framework (‘logframe’) approaches.

Theory of Change approach to climate change adaptation programming

toc_notes_4_visualising_your_toc

Toc_notes_4_visualising_your_toc

This document focuses on the role of visualisation in the ToC process. It aims to explain how visualisation in the process helps to facilitate thinking by making thinking more explicit and how visualisation helps to better explore your road ahead towards the aspired change.

This document focuses on the role of visualisation in the ToC process.