New Theory of Change Document

Hivos ToC Guidelines
THEORY OF
CHANGE THINKING
IN PRACTICE
A stepwise approach
www.hivos.org
COLOPHON
November 2015
Authors: Marjan van Es (Hivos)

Irene Guijt (iguijt@learningbydesign.org)
Isabel Vogel (info@isabelvogel.co.uk)
Acknowledgements
This guide builds on the work of a ToC Learning Group initiated by Hivos and
comprising the authors, Iñigo Retolaza Eguren, and staff of the Centre for
Development Innovation (CDI) of Wageningen University and Research
Centre.
The authors have drawn inspiration from the work of other ToC thinkers they
have worked with over the years, among whom are Maureen O’Flynn, Hettie
Walters and Cathy James. We stand on the shoulders of others.
© Hivos
Hivos encourages fair use of this material provided proper citation is made.
This Guide is published under a Creative Commons Attribution-Non
Commercial-Share alike 3.0 License and may be copied freely for research
and educational purposes and cited with due acknowledgement.
Contact information
Hivos
P.O. Box 85565
2508 CG The Hague,
The Netherlands
http://www.hivos.org
email: info@hivos.org
THEORY OF CHANGE THINKING IN PRACTICE: A STEPWISE APPROACH 2

CONTENTS
PART A – CONCEPTS AND DEFINITION

PART A – CONCEPTS AND DEFINITION 06
1 Introduction 07
1.1 Hivos and Theory of Change 07
1.2 Origin of the guidelines 07
1.3 Use of the guidelines 08
2 Theory of Change 12
2.1 What are Theories of Change? What is a ToC approach? 12
2.2 Why a Theory of Change approach? 15
2.3 Core components of a ToC process and product 16
PART B – A STEPWISE APPROACH

2.4 Theories of Change at different levels 17
2.5 Using ToC thinking for different purposes 18
3 Key features of a ToC process 20

3.1 From complexity to focus and back 20
3.2 Making assumptions explicit 22
3.3 The importance of visualisation 26
4 Quality of ToC practice 28

4.1 Principles of ToC practice 28
4.2 Power at play 30
4.3 Gender (in)equality 32
PART B – A STEPWISE APPROACH 33
5 Developing Theories of Change - eight steps 34

Introduction 34 PART C – RESOURCES AND TOOLS
• Step 1 - Clarify the purpose of the ToC process 35
• Step 2 - Describe the desired change 41
• Step 3 - Analyse the current situation 44
• Step 4 - Identify domains of change 49
• Step 5 - Identify strategic priorities 52
• Step 6 - Map pathways of change 55
• Step 7 - Define monitoring, evaluation and learning
priorities and process 68
• Step 8 - Use and adaptation of a ToC 71
6 ToC as a product 75
7 Quality Audit of a ToC process and product 79

PART C – RESOURCES AND TOOLS 88
8 Key tools, resources and materials 89
8.1 Tools referred to in these guidelines 89

• Rich Picture 89
• Four Dimensions of Change 90
• Celebrating success 92
• Stakeholder and Actor Analysis 93
• Power Analysis 95
• Gender Analysis 98
• Framings 100
• Behaviour change 102
• Ritual dissent 104
• Three Spheres: Control, Influence, Interest 106
• Necessary & Sufficient 109
• Indicator selection 110
• Visualisations of a ToC process and product 112
8.2 Other resources 115
8.3 Facilitation 116
ACRONYMS
Hivos Humanist Institute for Co-operation with Developing

Countries
DMEL Design, Monitoring, Evaluation and Learning
Logframe Logical framework
MEL Monitoring, Evaluation and Learning
ToA Theory of Action
ToC Theory of Change

The voyage of discovery
is not in seeking
new landscapes but in
having new eyes
(Marcel Proust)

PART A
CONCEPTS
AND
DEFINITION

1 INTRODUCTION
1.1 HIVOS AND THEORY OF CHANGE

Hivos aims for structural, systemic change that enables all citizens – both women and men
– to participate actively and equally in the decision-making processes that determine their
lives, their society and their future. Consequently, Hivos staff and partner organisations
engage in complex social processes.
Change emerges as a result of the simultaneous push

and pull of multiple political, cultural and social forces
involving many individuals and entities. Social change
processes are complex and characterised by
non-linear feedback loops: our own actions interact
with those of others and a myriad of influencing
factors. This triggers reactions that cannot be foreseen
and makes outcomes of change interventions
unpredictable.
Given these uncertainties, how can we plan strategically and sensibly? How can social
change initiatives move forward in emerging change processes in a flexible way, while
remaining focused on the goal?
In this context of complexity, Hivos values working with theory of change (ToC) as an
appropriate approach to guide its strategic thinking and action, as well as its collaborative
action with others. The use of a ToC approach fosters critical questioning of all aspects of
change interventions and supports adaptive planning and management in response to diverse
and quickly changing contexts. It contributes to the quality and transparency of strategic
thinking, and therefore to personal, organisational and social learning. Use of a ToC approach
should make Hivos more effective in achieving its goals, and enable it to understand better
why and under which conditions specific strategies might work for specific groups in society.
1.2 ORIGIN OF THE GUIDELINES

This guide has evolved from experimentation with and learning about theory of change
thinking and its use in practice, which started in 2007. The approach presented here has
been developed over time in a series of workshops with Hivos staff, partner organisations
and consultants in all regions where Hivos is active. These guidelines have benefited greatly
from the feedback of participants.
In 2010, Hivos established a Theory of Change Learning Group, to consolidate learning from
practice. The ToC Learning Group members varied over the years, but key participants have
been the authors of this guide: Marjan van Es, Irene Guijt and Isabel Vogel, with Iñigo Retolaza
Eguren and staff of the Centre for Development Innovation (CDI) of Wageningen University
and Research Centre.

Important milestones in the learning process were the publication of the guide ‘Theory of
Change - A thinking and action approach to navigate in the complexity of social change
processes’, written by Iñigo Retolaza Eguren (2011), and the launch of Hivos Theory of Change
Resource Portal (2012). This portal is now hosted by CDI: www.theoryofchange.nl.
1.3 USE OF THE GUIDELINES

This guide aims to support Hivos staff in applying a ToC approach as intended and set out in
Hivos’ policy brief: ‘Hivos and Theory of Change’. 1
A theory of change approach can be used for different purposes, by different users, and at
different moments in the cycle of developing, monitoring, reviewing or evaluating a
programme or strategy. Table 1 gives an overview of the relevance of the chapters for different
uses and user groups.
Part A introduces theory of change and Hivos’ perspective on ToC thinking: what it is, what
you should know before you start, and key features of ToC thinking that you need to
understand in order to be able to use the approach effectively and reap the benefits of the
process. ‘Theory of Change’ as a term is used by an increasing number of organisations and
demanded by donors, but is not always understood in the same way. Hivos has developed its
own understanding of the process and what good quality ToC work is all about. All users who
are not fully acquainted with a ToC approach and/or are new to Hivos will benefit from
reading this part.
Part B is a stepwise approach to guide you through the process of developing a ToC for
different purposes. Here you will find also information on how to use specific tools
recommended for each step. This is the most practical part of the document.
Part B also includes ideas for a ToC Quality Audit that can be used to check whether all the
necessary components are elaborated with sufficient quality. Such an audit is useful in two
situations. First, for staff responsible for assessing proposals, either from partner organisations
to Hivos, or from Hivos to other donors. It can also be used as an extra check at the end of a
ToC design process by the team involved in the process. Second, for those involved in the
review of the ToC of an ongoing intervention.
Part C contains references to tools suggested in Part B, as well as resources and sites where
you can find more information about ToC use. This material will enable you to dive deeper in
specific aspects of ToC, find appropriate tools for your purpose as well as updates and
experiences of how others use ToC.
This guide does not elaborate on how to facilitate the process of developing a ToC. You will
find some (links to) resources related to facilitation in section 8.3.
1
https://hivos.org/policy-brief-hivos-and-theory-change-2014

TABLE 1: HOW TO USE THIS GUIDE
USERS USE PURPOSE OF OPTIONS FOR USE POINTS OF ATTENTION

TOC PROCESS
Programme Ch. 1 – 6 • Programme •T

o familiarise yourself For this user group, a ToC
staff with little design with the approach process needs to be
or no • Strategy •T
o prepare for facilitated. The facilitator
experience in revision participation in a can ask the team members/
ToC thinking •Q uality review (facilitated) ToC process, participants to read specific
and use of existing or a ToC review or parts of the guidelines to
programme learning session prepare themselves and
•T
o refer back to when you explain other parts her/
are involved in the himself during the process.
development of a funding
proposal
Programme Ch. 3 - 7 • Programme •T

o prepare for Refer back to other parts of
staff with design participation in a ToC the guidelines when you
reasonable or • Strategy process, or a ToC review feel uncertain, if a previous
advanced revision or learning session process has become stuck,
experience in • Quality review •T
o refer back to when you or if you encounter
ToC thinking of existing are involved in the questions that are difficult
and use programme development of a funding to answer.
proposal
DMEL (Design, Ch. 4 - 8 • Programme • To prepare for the Refresh your sense and
Monitoring, design facilitation of and/or other understanding of ToC
Evaluation and • Strategy support to a ToC process quality every time you
Learning) staff revision for all purposes prepare the process.
•Q uality review mentioned Reflect on what did not
of existing • To support the work well last time (and
programme development or why), identify options for
• Strategic improvement of MEL improvement this time.
learning design frameworks and Seek inspiration and ideas
• Collaboration processes beyond these guidelines.
in a multi-actor • To give feedback to draft A ToC process should
initiative proposals, and learning always be tailored to your
•S caling up and strategies purpose: ask yourself what
scaling out • To give guidance to the process and the team
reflection and learning needs: which approach,
processes, which tools, etc.
documentation, and
reporting for
accountability.

TABLE 1: HOW TO USE THIS GUIDE
ToC process Ch. 4 - 5 • Programme •T
o prepare for the Refresh your sense and
facilitators Ch. 8 design facilitation of a ToC understanding of ToC
• Strategy process for all purposes quality every time you
revision mentioned prepare the process.
•Q uality review Reflect on what did not
of existing work well last time (and
programme why), identify options for
• Strategic improvement this time.
learning design Seek inspiration and ideas
• Collaboration beyond these guidelines.
in a multi-actor A ToC process should
initiative always be tailored to your
•S caling up or purpose: ask yourself what
out the process and the team
needs: which approach,
which tools, etc.
Quality Ch. 7 • Quality review •T

o check the quality and Use the audit to highlight
management of funding comprehensiveness of inconsistencies and caveats
staff proposal funding proposal being and to question the depth
• Quality review submitted, and provide of thinking.
of existing feedback to the team Refer back to other parts of
programme the guidelines when you
are not sure whether a
criterion or question is
relevant and appropriate,
and sufficiently answered.
Evaluators Ch. 1 - 7 • Evaluation • To familiarise themselves Always include a

(and staff with Hivos’ understanding component on validating
commissioning of ToC or reconstructing the ToC
evaluations) • To design and prepare for of the project or
evaluation processes programme. Use the quality
(and/or Terms of standards to check if the
Reference) existing ToC is good
enough or if it needs
improving.

LANGUAGE USED
A brief word about the language in the guide is needed for clarity.
When the authors provide information or an explanation, they address the user(s) of the
guidelines, primarily Hivos staff, with ‘you’. The stepwise approach is structured around a
number of questions the users are encouraged to ask themselves. Therefore, the authors
chose to use ‘we’ in the questions, with ‘we’ being Hivos staff and partners or allies who
should ask and answer these questions before moving on.
The authors make a distinction between ‘stakeholders’ and ‘actors’. A stakeholder is a person
or entity that has a concern in the initiative or the change process and an interest in its success,
and could win or lose. The term ‘actor’ is used for a person or entity that has an influence in
the envisaged change process, but may be indifferent to its success, or even ignorant of the
change initiative or process.
Hivos uses the term ‘project’ for an initiative with a clearly defined objective, project plan,
duration and resources. A ‘programme’ is larger in scope and scale, may comprise several
projects and has a longer time perspective.

2 THEORY OF CHANGE
2.1 WHAT ARE THEORIES OF CHANGE?
‘Theories’ of change are the ideas and beliefs people have – consciously or not – about why
and how the world and people change. How people perceive and understand change and
the world around them is infused by their underlying beliefs about life, human nature and
society. They are deep drivers of people’s behaviour and of the choices they make.
These beliefs are formed by different aspects of people’s lives:

• class, gender, religion, the history of their family, the values they have been brought up
with;
• history, culture and context of where they live;
• personal life experiences and their different identities in different settings;
• formal education and – where relevant – their knowledge of academic social theories.
People’s position in society and their personal beliefs and values shape their mental models
and inform their own ‘theories of change’. For actors involved in social change work, these
mental models influence the role they see for themselves (and their group or organisation)
and the strategies they choose.
BOX 1: HIVOS’ DEFINITION OF THEORIES OF CHANGE

Theories of change are the ideas and hypotheses (‘theories’) people and
organisations have about how change happens. These theories can be
conscious or unconscious and are based on personal beliefs, assumptions
and a necessarily limited, personal perception of reality.
WHAT IS A TOC APPROACH?

Theory of change as an approach is a guiding framework for all stages of thinking, action and
sense-making when we intervene intentionally in social change processes.
For Hivos, theory of change is a process-oriented approach to analysing the complex systems
in which we and our partners and allies work, and for planning actions we think will influence
parts of the system in a positive way. The process helps us navigate in unpredictable and
complex processes and to track changes in the system to which our interventions may have
contributed.

BOX 2: DEFINITIONS OF THEORY OF CHANGE THAT ARE
IN LINE WITH HIVOS’ VIEW
• Theory of change is an ongoing process of reflection to explore change
and how it happens - and what that means for the part we play in a
particular context, sector and/or group of people. (Cathy James, Comic
Relief Theory of Change Review, 2011)
• Every programme is packed with beliefs, assumptions and hypotheses

about how change happens – about the way humans work, or
organisations, or political systems, or ecosystems. Theory of change is
about articulating these many underlying assumptions about how change
will happen in a programme. (Patricia Rogers, in ‘Review of the use of
‘Theory of Change’ in international development’, Isabel Vogel, 2012)
Hivos distinguishes between ToC as a way of thinking (overall approach), a process (doing a
ToC analysis/enquiry) and a product (the result of a ToC process).
• ToC is a thinking and action approach to navigate the complexity of social change. It is a
way of looking at the world that calls on and fosters people’s capacities for critical
questioning, not taking things for granted, dealing with uncertainties, and acknowledging
the inevitability of diverse perspectives.
• ToC is a process. If used well, a ToC enquiry is an ongoing process of analysis and
reflection. It is not a one-off exercise in the design phase of a programme, but rather
involves an ongoing action-learning cycle.
• A ToC is also a product because a ToC enquiry results in specific outcomes – in a narrative
and/or visual form – that represent the theory of change of an organisation, a team, or a
project or programme. It is a ‘living’ product because it will change over time. A ToC is a
temporary snapshot, a reflection of the thinking at a specific moment, which will not and
does not need to be complete. As a product, a theory of change offers a framework for
sense-making that needs to be used, revisited and adapted as the project or programme
moves on, other actors come in, changes in the context occur and learning takes place.
DIFFERENCE BETWEEN TOC AND LOGFRAME

The Logframe (short for Logical Framework Approach2) is a management instrument widely
used in the development sector for planning, monitoring and evaluation. The terminology
used in Logframe and ToC approaches is similar but there are important distinctions. How do
ToC and the Logframe relate - and differ?
As explained above, ToC starts from the premise that social change processes are complex
and unpredictable, that different perspectives exist on what needs to change and why, and
that a full analysis of the context of a change intervention and of the assumptions underlying
its design are crucial to enhance its chance of success.
2
http://betterevaluation.org/evaluation-options/Logframe.

Logframe is driven largely by its form – a matrix structure. This matrix encourages linear
thinking about change. Language used and associated with the Logframe, such as ‘planning’
and ‘delivering’ results, suggests project implementers are in control of the situation and can
predict or promise what will happen over time. The three result levels of the Logframe leave
no room for intermediate steps. This pushes the users to make wide conceptual leaps and
does not encourage them to question the feasibility and plausibility of the envisaged change
process. There is limited attention for assumptions underlying the strategic thinking and
assumed causal relations between result levels.
Despite these differences, the approaches can be used together. Many donors ask for
proposals that contain Logframes for planning, monitoring and evaluation. When a team
conducts a full ToC analysis in the design phase, it will have all the information needed to
develop a Logframe that is as realistic as possible.
However, this guide encourages taking monitoring and evaluation further than just
monitoring in order to meet the information needs of the Logframe-based proposal. It will
benefit the programme or project immensely if the team uses the full ToC as the basis for
tracking and learning about the change processes as they unfold, and for strategic reflection.
Doing so will also provide the information and arguments to explain necessary adaptations
to the donor.
BOX 3: DIFFERENT UNDERSTANDINGS OF THE TERM

‘THEORY OF CHANGE’
Perspective 1:
ToC is seen and used as an improved logic model to better predict, plan
and deliver results. Some critics call this understanding of ToC ‘Logframe
on steroids’.
Perspective 2:
ToC is seen and used as a critical, multi-stakeholder exploration of
intentions, interests, power and gender relations, in order to contribute to
social justice, equality, sustainable development. The key question is
‘What change, for whom, why – and who says so?’
Hivos supports the second perspective on ToC:

• ToC is not about ‘predicting change’. ToC is our own narrative of change,
a hypothetical projection of the future. It is full of assumptions and based
on values, political choices, and on what we know at this moment. It
does not predict that the change process will evolve in that way, nor can
it promise to deliver intended outcomes.
• ToC is an approach that enables individuals and organisations involved

in change processes to:
- better understand the system they are part of without oversimplifying it,
in order to support change in a strategic and responsive way;
- to learn from how the process evolves in reality, so that strategies can be
reviewed and adjusted along the way.

TABLE 2: COMPARING AND CONTRASTING THEORY OF CHANGE AND
LOGFRAME
THEORY OF CHANGE LOGFRAME
Critical thinking, room for complexity and Linear representation of change, simplifies
deep questioning reality
Explanatory: Descriptive:
A ToC articulates and explains the what, how, A Logframe states only what is thought will
and why of the intended change process, and happen / ‘will’ be achieved
the contribution of the initiative
Pathways of Change, ‘unlimited’ and parallel Three result levels

result chains or webs, feedback mechanisms (output, outcome, impact)
Ample attention for the plausibility of assumed Suggests causal relations between results
causal relations levels without analysing and explaining these
Articulates assumptions underlying the Focuses on assumptions about external

strategic thinking of the design of a policy, conditions
programme or project
2.2 WHY A THEORY OF CHANGE APPROACH?

A theory of change approach entails that people and organisations involved in intentional
change processes explore and make explicit their theories of change and the assumptions
underlying their thinking. This exploration includes clarifying how they see cause-effect
relations between their actions and the intended changes.
Why is this important? In a multi-stakeholder setting,

the people involved may well have different views on
what the desired change is, why it is desired and how it
could and should happen. If these different views are
not shared, misunderstandings can arise and stake-
holders may start off on the wrong foot when working
together. A joint ToC exploration can help to
understand what drives each stakeholder and how
they understand the situation. It helps identify
common ground for action, as well as opportunities
and obstacles. It lays the basis for collaboration with
clear definition of roles and responsibilities as well as
for joint monitoring, evaluation and learning processes.
In an organisation or team, exploring existing theories of change will contribute to a more

shared understanding of organisational purpose, core values and strategic choices. This, in
turn, lays the foundation for more consistent programme implementation. In most
organisations, a difference can be observed between the theory of change as reflected in
formal policy documents and the practice on the ground. Mapping out the theory of change
and underlying assumptions can help to make these differences explicit, to stimulate

discussions about why they exist and to align formal policy and actual practice. A ToC analysis
can also help to narrow the gap between the often ambitious change goals of an organisation
and its actual potential, as it leads to more realistic objectives and more appropriate strategies.
Consequently, an effective ToC process always involves a dialogue about existing

understandings of how change can happen. As this will challenge everyone involved to take
a broader perspective, a ToC process can be confrontational for individuals and organisations.
It may uncover structural inconsistencies or contradictions between ‘the walk and the talk’;
for example, in the way power is exercised in an organisation or paternalistic behaviour
towards marginalised groups.
2.3 C
ORE COMPONENTS OF A TOC PROCESS
AND PRODUCT
There are multiple ways to develop theories of change, depending on purpose, stakeholders
involved, specific preferences or needs, capacities and available time. The field-testing of ToC
processes with Hivos staff and partners (see 1.2) have resulted in seven core components and
key questions to be addressed in a full ToC process and product. This guide offers a stepwise
approach to develop these components of a ToC process, as explained in Chapter 5.
1. What is the desired change, why and for whom?
2. Analysis of the system and the current situation:

• context analysis: social, political, economic, ecological and other dimensions
• stakeholder and actor analysis
• power and gender dynamics, drivers of change, opportunities for change
3. Mapping pathways of change:

• Who and what needs to change in order to realise the longer-term desired change?
• How do we think the change process might evolve from where we are now?
4. The assumptions underlying our theory of change:

• What do we assume about the needs, interests and behaviour of stakeholders and other
key actors?
• What do we assume about cause-effect relations in the logic of the change pathways?
5. Strategic options:
• What is the best way for the organisation or project to contribute, what should its role
be? (position, capacity, added value)
• What do others do? Is there a need and opportunities for multi-actor collaboration?
6. Strategic planning for the project period (theory of action)
7. Monitoring, evaluation and learning framework and process:

• How to document the change process?
• What to monitor and how?
• Learning agenda
• When and how to revisit the ToC and reflect on what works?

2.4 T
HEORIES OF CHANGE AT DIFFERENT LEVELS
Theory of change is used for thinking about change at different levels, ranging from world
views to project level theories of change.
The broadest level at which the term is used refers to what some call ‘worldview’ theories of
change3. People have ideas about how social change happens, assuming, for example, that
positive change happens through democratisation processes and political contestation;
through economic growth; through building organisations, strengthening civil society and
citizen agency; or through individual awareness and empowerment. These theories and
beliefs are political in nature and grounded in personal histories and socio-cultural factors.
But they are also based on and influenced by social and political theories and research.
In developing theories of change in a professional setting, such as in Hivos, three other levels
of ToC thinking can be distinguished. Figure 1 illustrates how these different levels relate to
each other.
The organisational level refers to Hivos’ overarching theories of change. A general policy or
longer-term strategic plan should contain a ToC that answers questions such as: What
analysis do we, as an organisation, make of what needs to change in the world and why? How
do we think social transformation happens and how do we see our role in it? Why do we
choose to work on specific themes and why do we make certain strategic choices? Which
values, analyses and key assumptions are underlying our thinking?
NB The analyses and theories of individual staff members will clearly not
always coincide fully with the formal organisational view. Revisiting
organisational policies and strategies based on new insights and
questioning by staff members and other stakeholders will ensure a
dynamic policy process, renewal and innovation. In order to maintain
shared ownership and consistency in implementation, these review
processes must be organised in ways that enable all staff members to
contribute meaningfully to the process.
A policy domain or thematic level seeks to define a ToC for a specific theme or area of Hivos
work, for example for Sexual & Reproductive Health & Rights, or Renewable Energy. A ToC for
a policy domain builds on the vision, values and overall strategic choices of the organisational
ToC. This level looks at questions such as ‘Why is this theme or policy area critical – and what
kinds of people should benefit? What do we consider to be the main drivers and obstacles of
change? What are the strategies we consider most effective for making progress on these
themes and why, and what is Hivos’ role in these strategies? A policy domain or thematic ToC
can be specified further for a regional or country context.
A programme or project level ToC is largely derived from the ToC of the related (thematic)
policy domain, but is made context-specific. For example, a ToC of a Biogas programme in
Indonesia, or a project advocating LGBTI rights in Kenya. It zooms in on specific objectives
3
Eyben, R., Kidder, T., Rowlands, J., and Bronstein, A. (2008). ‘Thinking about change for
development practice: a case study from Oxfam UK’, Development in Practice, 18(2).

and strategies for a defined period of time. It is based on the outcomes of a sound analysis of
the current context, actors, opportunities, as well as the objectives and priorities of Hivos or a
back donor. To make a distinction with the other levels of ToC mentioned above, Hivos
prefers to call a ToC at this level a Theory of Action. But most actors in Hivos’ field of work use
the term ToC at project or programme level too.
theories of change @ different levels Figure 1:

worldview worldview Different levels at
which a ToC
Personal beliefs and under- Social and political theories and
process can be
standing of how change development perspective that inform
aimed
happens, and why. our thinking.
organisational toc
Vision, mission, organisational values, strategic preferences, and role of the or-
ganisation in - and its contribution to - social change.
toc for a specific policy domain or theme

theory of change
How an organisation or team expects change to evolve in a specific (sub)system,

sector or thematic area, why, and its own role and contribution.
project or programme theory of action

The analysis and intervention logic of a project/programme to achieve a specific
toa
change objective in a specific context, incl. its assumed contribution to longer

term social change. Relates to thematic or organisational ToC.
2.5 U
SING TOC THINKING FOR DIFFERENT PURPOSES
ToC thinking and the stepwise approach offered in this guide can be used for different
purposes and at all stages of a project, programme or initiative. A ToC process is most effective
when tailored to suit your purpose, so agreeing about the purpose prior to starting is critical.
The purpose also influences who needs to be involved in the process. You will see that Step 1
in Chapter 5 starts with clarifying the purpose. The most common purposes of ToC thinking
are described below.
PROGRAMME OR PROJECT DESIGN

A ToC process for programme or project design takes place as part of the preparation or
inception phase. It entails a broad analysis of the system that needs transformation, identifying
and involving key actors, initial programme design and strategic choices, and identifying
critical assumptions. It forms the basis for adaptive management and monitoring, evaluation
and learning (MEL) during implementation. The ToC products are used for internal and
external communication about the initiative.
REVIEW AND/OR QUALITY AUDIT OF AN EXISTING INITIATIVE

A ToC process for the review or quality audit of an existing programme or project aims to
improve its quality, to revisit and sharpen strategies, to clarify underlying assumptions and to
adjust strategies and operational aspects to changed realities. The outcomes of the review
may be used to adapt plans and implementation, to improve the MEL process or framework,

and to support communication about the programme and its results. A review can also be
undertaken to prepare for a new phase of an initiative.
STRATEGIC LEARNING DESIGN AND KNOWLEDGE GENERATION

A ToC process is an effective way to identify knowledge gaps, and learning or research
questions. It helps create a structure to build an evidence base about what works or not, for
who and why, and under which conditions. In particular, the assumptions identified in all
steps of the process offer entry points for questioning, documenting and monitoring of what
we think will happen and what happens in reality. The ToC analysis also helps to identify who
should participate in the learning process.
EVALUATION
A programme or project ToC provides a good basis for a mid-term review or an ex-post
evaluation, as it makes explicit what the initiative aimed to achieve, why and how it was
supposed to work, and key assumptions made. The evaluation will seek to substantiate the
validity of the ToC, offering important information and insights for a possible next phase
design or for learning with similar initiatives. The findings contribute to the body of knowledge
on the topic of intervention, for example, the role of women in conflict resolution. Evaluation
findings based on a clear ToC provide a sound basis for accountability to funding agencies,
either by evidencing the initiative’s contribution to the overall goal or offering in-depth and
relevant lessons learned.
If an initial ToC has not been developed for the initiative, then the evaluation can start with
reconstructing its implicit ToC. This offers a good base for the evaluation and will support an
improved and shared understanding of the initiative by the team and other stakeholders. This
in itself often leads to improvement of implementation and/or a next phase.
MULTI-ACTOR COLLABORATION AND COLLECTIVE IMPACT

MONITORING
For a multi-actor initiative, jointly undertaking a ToC process is critical in order to come to
shared understanding, decision-making and ownership of the initiative design and
operations. An important product of such a ToC is a collective MEL process and framework
for impact monitoring, a condition for joint learning and demonstrating success. In practice,
aligning the systems and MEL practices of the different partners in the project for collective
impact monitoring often proves challenging. The ToC process can help to define clear and
agreed roles and responsibilities of each actor involved.
SCALING UP AND SCALING OUT

A ToC process can help Hivos or its partners to analyse the suitability and feasibility of
replicating or scaling up and/or out an initiative in a different context. The results will provide
insights into the need to adapt the ToC, why and in what way, and will identify assumptions
that need to be tested in the new context.

3 KEY FEATURES OF A
THEORY OF CHANGE
PROCESS
3.1 FROM COMPLEXITY TO FOCUS AND BACK

Engaging with social transformation means understanding and navigating complex systems
(see Box 4). ToC thinking helps us navigate by developing a manageable conceptual model
of a system without oversimplifying it.
Beware of falling into the trap of believing that a model replaces reality!
A theory of change process starts with an extensive exploration of the system of interest. We
create the big picture, exploring and understanding as best as possible the components and
factors that make the system what it is and how it functions. Then, we make a series of
informed strategic choices, ultimately leading to concrete, context-specific interventions. In
order to make sure that the intervention is actually contributing to and remains relevant for
the envisaged change, we zoom in and out of the bigger picture regularly, in the design
process as well as the implementation phase. We must be alert to timely and effective
switching between the broader thinking and the focus and clarity we need for decision-
making and implementation, and back.
A ToC process is typically a process of first diverging

DIVERGE CONVERGE
and then converging. It starts with brainstorming and
in-depth exploration. To reap the full benefits of this
phase we must try to be as open as possible, to expand
our thinking and to step out of our comfort zone. The Create Make
choices choices
more we challenge ourselves and each other, the
richer the thinking will be, with more potentially
innovative and effective outcomes.
However, in order to move towards an actionable

intervention we need to focus again. We bring diverse ideas together, prioritise strategic
options, identify concrete and feasible opportunities, consider capacity and resources. The
rich insights generated from the ToC process – shared information, insights, ideas and
questions – need to be translated into a project design with realistic objectives and clear
pathways of change.
The risk at that moment is to simplify too much and fall back into linear thinking. A similar
challenge is keeping the rich thinking of the design stage active and shared throughout
implementation. To achieve that, we need to actively use our bigger picture ToC to maintain
the connection between interventions and their origins in the broader thinking about change.

Regular reviewing of the ToC – zooming in and out
between the overall thinking and our experiences on
the ground – is crucial and part of the process of
monitoring, learning and evidence building. The MEL
process and framework, describing what we need to
know – thus need to monitor – , why we need to know
it and how we are going to ensure that we do, provides
guidance on how to use information to keep updating
the ToC. When to zoom in and when to zoom out are
signalled in the stepwise approach.
BOX 4: DEFINITION OF A COMPLEX SYSTEM
Characteristics of a complex system:

• Elements and dimensions are interconnected and interdependent;
• Interactions of elements result in emergent properties of the system;
• Feedback processes – ongoing action-reaction processes in the system
– promote as well as inhibit change.
Systems are dynamic and in an ongoing state of change. Change in

systems is emergent and not linear and can therefore be neither predicted,
nor guaranteed.
System change is always contested. Many actors try to maintain or

transform the status quo, operating from specific interests and
perspectives. Their positions and relationships are characterised and
conditioned by power and gender inequalities.

3.2 M
AKING ASSUMPTIONS EXPLICIT
Our thinking about development and change is based on multiple assumptions about what
triggers change. We make assumptions about how change processes ‘work’, about the
context in which it takes place and about what will happen as a result of interventions.
WHAT IS AN ASSUMPTION?
An assumption is a belief or feeling that something is true or that something will happen, an
assertion about the world we do not always question or check. Assumptions stem from and
represent values, beliefs, norms and ideological perspectives that inform our interpretation
and understanding of reality, and our expectations of what will happen. Assumptions are
personal, but can also be part of collective convictions of a specific group having a similar
social, cultural, political (etc.) background or history.
Assumptions are based in belief systems: notions and ideas that are so familiar or internalised
that we take them for granted: ‘Fish don’t talk about the water’. Taken for granted, we may not
be aware of making them and rarely question them. They are often reinforced because they
frame how we see and understand the world, and how we interpret and give meaning to our
personal experiences. We are all biased.
Our assumptions are not always valid. For example, we assume water will come out of the tap
when we turn it on. We suddenly realise that this is an assumption when no water comes out
and it raises a question about why this is happening. Surprises are therefore interesting eye-
openers about implicit assumptions.
WHY ARE ASSUMPTIONS IMPORTANT IN TOC THINKING?

Our personal beliefs and worldviews inform the assumptions underpinning the paradigms
we uphold about how change happens and can best be achieved. One of Hivos’ key
assumptions, for example, is that social change occurs by citizens collectively demanding
their rights and pushing for responsive government. Our assumptions lay the foundation for
how we view the anticipated change process, and they influence the design of an initiative.
Likewise, they inform our judgement about what is appropriate and feasible in the context
where we support social change interventions.
Articulating assumptions in a ToC process as rigorously as possible generates entry points for
checking, feedback and ongoing analysis to feed into the next round of action. Box 5
highlights specific benefits of clarifying assumptions in a ToC process.

BOX 5: WHY ASSUMPTIONS MATTER
More effective teams

Personal and group values are surfaced, collective energy is generated,
and differences are named and sometimes resolved. If not, they are noted
and can be taken into account.
Improving design and innovation

Identifying those assumptions that most affect success can help people
wake up to new options for action, and to help them choose the most
critical pathways on which to focus planning efforts. This helps us move
beyond ‘business as usual’.
More coordinated and focused action

By articulating the different ways in which individuals and organisations
assume change will take place, the group can come to a negotiated
shared meaning that can help coordinate different actions.
Basis for adaptive management and risk management

Monitoring outputs, assumptions and processes together enables you to
respond in a timely manner to new information and adapt planning and
strategies, and to decide on the most strategic next steps to take in
complex contexts/processes. Critical assumptions are a good basis for
risk management.
More focused learning and evaluation

Critical assumptions for which little knowledge or evidence exists can
become the focus for a learning or (action) research to inform the change
process. Critical pathways and assumptions help guide analysis and
judgements in evaluation.
Increased credibility
An articulated set of assumptions can raise trust among those who have
invested in an intervention or other key partners who are not directly
involved in the design or intervention.
Adapted from: Hivos ToC Reflection Notes 3: Working with Assumptions

in a Theory of Change Process, Irene Guijt, March 2013.

TYPES OF ASSUMPTIONS
Each step in a ToC process draws on different types of assumptions. Understanding their
significance and identifying them are important for the quality of our ToC thinking.
1) Assumptions about the context and the actors and factors at play
When we intervene in a system with the intention of changing it, we make many assumptions
about the context and what is influencing the situation. We make assumptions about the
problem and its causes, about people’s needs, capacities, motivation and behaviour, about the
roles, interests and relations of key actors. We make assumptions about which strategies would
work in that context. We make assumptions about the belief systems, norms and values that
shape people’s perceptions and responses, and might help or block what we try to achieve.
2) Assumptions related to the pathways of change

When we explore and articulate our theories of change, and develop our pathways of
change, our assumptions are fully active. They concern the mechanisms at work between
our intervention, the change objectives, the effects of specific strategic choices, the cause-
effect linkages, and conditions needed for change to occur. These assumptions represent
our expectations of what will happen. They are not predictions. These assumptions merit
critical questioning.
Assumptions underlying strategic choices in the ToC often relate to the ‘solution’ we think
might work; for example: ‘Small scale farmers will be able to supply to regional markets if they
have access to credit and market information’.
These assumptions are also made for project-level strategies; for example: ‘Community
dialogues will change people’s attitudes towards domestic violence (which in turn will
change their behaviour)’. We make many assumptions about the relevance, feasibility,
effectiveness and sustainability of the strategies we use.
Developing our pathways of change is based in the causal thinking that shapes our logic of
the change process. With each step we make assumptions about cause-effect relations in
the pathway or results chain: ‘If we do X, then we think that Y will happen. If Y has happened,
then Z will be the next step in the change process’. We may find that the causal link is only
likely to be valid when certain conditions are in place. Take the example of ‘Free primary
education is provided’, which is expected to lead to ‘Girls will come to and stay in school’. This
causal link is clearly conditioned by many factors. If those conditions can be influenced by
the intervention, activities to that effect should become part of the strategy and pathways of
change. If not, the context should be closely monitored to ensure that the assumed
conditions are actually there – or to change plans if they are absent.
3) Assumptions related to conditions for and quality of implementation

You may come across two other types of assumptions, which are less critical for ToC thinking.
Sometimes assumptions are made about external conditions completely beyond the control of
the intervention, such as ‘We assume that there is no regime change’ or ‘[…] that no natural
disaster occurs’. Such assumptions are not useful for our thinking as they are obvious. Anyone
would understand that under extreme circumstances implementation of plans would be
disrupted and the objectives would not be achieved.
NB: If regime change is imminent, then of course the intervention should take this fully into
account in its strategic thinking.

People also commonly make operational or implementation assumptions. Examples
include: ‘We assume that participants will turn up for the training’ or ‘The content of the
training is aligned with the participants’ needs’. These are clearly important issues to consider
but they primarily concern the quality of implementation, and not necessarily the theory of
change as such.
Also common is ‘We assume we’ll have mobilised sufficient funding to implement the
programme’. This is so obvious that it is redundant.
VALIDITY OF ASSUMPTIONS, EVIDENCE AND RISK ANALYSIS

A ToC is based on a series of assumptions, so you need to know if they are valid or not. Core
questions to ask: ‘Did we check our assumptions? Is there evidence that supports their
validity?’ Assumptions should be checked with evidence from research, good practices, or
the shared professional experience of the actors involved. Assumptions supported by
evidence still need monitoring during implementation to ensure that they are also valid in this
particular context.
Among the many assumptions underpinning an intervention, there may only be a few that
are critical. This means that if these assumptions are not valid, the intervention will probably
not work as planned. A risk analysis is useful in terms of knowing which assumptions are most
critical to monitor. Categorising the full set of assumptions using the matrix in Figure 2 will
help you identify the critical assumptions. Action will need to be taken in the case of those
that are more likely to be invalid and have serious consequences. This may involve redesigning
aspects of the intervention, close monitoring, integrating them into the research or learning
agenda and evaluation.
assumptions and risk analysis Figure 2:

Risk analysis
matrix
RISK OF ASSUMPTION MILD SERIOUS
BEING INVALID CONSEQUENCES CONSEQUENCES
Low likehood
of being invalid Can consequences
Don’t worry
(probably will prove be mitigated?
to be true)
High likehood
of being invalid Watch out!
Can risk be reduced? High risk -
(probably will prove rethink design
not to be true)

3.3 T
HE IMPORTANCE OF VISUALISATION
VISUALISATION TO SUPPORT EXPLORATION AND ANALYSIS
People often find complex issues or situations easier to understand and to remember when
supported by meaningful visualisation. Visualisation engages people with a visual learning
style, complements dialogue and text and stimulates critical thinking.
Developing a theory of change is like forward storytelling – an expression of participants’

hopes, expectations and assumptions. Such a conversation can be awkward in the setting of
a formal meeting. Not everyone speaks and individual contributions tend to remain open to
multiple interpretation and unconnected to others’ experiences. The setting is not conducive
for new thinking and emerging insights are easily lost.
Discussing while drawing together engages people in conversation and offers the
opportunity to share different perspectives and question each other. Participants can return
to certain points at a later stage, and dive deeper in a second round. The drawings stay with
the group, to be used for several purposes during the rest of the ToC process.
Drawing while we explore and share our views of the desired change and how the current
situation looks, for example in a Rich Picture, helps to bring out our inner thinking and to
discover what others think. Assumptions can strike us in ways that might not happen in a
discussion. The picture helps communicate with others. It helps to surface and overcome
differences in perception and to ensure that we are talking about the same issues. It helps to
grasp the complexity of the system and the challenges faced.
Visualisations made during a ToC process do not need to be beautiful. This is not about art
but about analysis and learning! It does not matter how they look, as long as everybody
involved in the process feels that they understand the visual products and that the picture(s)
reflect the group’s thinking.
Image 6:
Example
Rich Picture

VISUALISING FOR COMMUNICATION
Another important function of visualising is communicating the ToC to people who were not
involved in the process of developing it. The pictures and diagrams generated during the ToC
process can inform the visualisation of the ToC as a product (see Chapter 6).
Image 7:
Mapping on the
ground
Image 8:
Visuals can take
any form

4 QUALITY OF TOC
PRACTICE
4.1 PRINCIPLES FOR TOC

PRACTICE
A ToC process, undertaken well, can lead to more

inclusive, relevant and effective programmes and
strategies. For its full value to materialise, the following
principles for good practice are key.
PARTICIPATION IN TOC DEVELOPMENT

Participation of a wide range of stakeholders in the development and in the reviews of a ToC
results in greater ownership and increases the chances of effective use. A diversity of
perspectives improves the quality of the thinking, and consequently of the programme.
Who should be involved, and when? A clear statement of the purpose of the ToC process (see
Chapter 5) helps to identify relevant participants. The perspectives from (local) stakeholders are
a condition for a grounded ToC that represents the key actors’ ambitions, views and knowledge
of the context and local dynamics. Assumptions about what needs to change, why and how
may differ greatly, both within and between stakeholder groups (including the implementers).
If there is insufficient time in the design phase of a project (e.g. in response to a call for
proposals) to include all relevant stakeholders, then provisions need to be made in the
proposal to revisit the initial thinking with the stakeholders in the inception phase of the
project. Likewise, a ToC may gain in quality if the initial draft is submitted for critical feedback
of actors who are not directly involved in the programme, but can contribute to its success,
or for review by thematic experts.
COMPREHENSIVE ANALYSIS
A sound analysis of context, actors and factors that influence the situation we would like to
change is the foundation for a relevant programme or project. This does not mean an open-
ended analysis, mapping and researching every factor. The process needs to be guided by
the ToC purpose: what really matters, what do we need to understand better, and why? The
people for whom we aim to help improve the situation need to be at the centre of the analysis:
what is their perspective, what is important to them and what influences their lives?
A ToC process must be informed by stakeholder perspectives and local knowledge, in order
to ground the conversation in real and specific circumstances on the ground, and in multiple
knowledges. At the same time, we need to make use of relevant knowledge from research
and good practice elsewhere, in order not to fall into the trap of ‘business as usual’, going for
familiar activities without questioning their relevance and utility. A good use of available
knowledge also strengthens the evidence base of our assumptions.

POWER AND GENDER ANALYSIS
Inequalities in power and gender relations are strong causes of social injustice. Power and
gender analysis are, therefore, central to any ToC process. The ToC (product) should make
explicit the nature, sites and distribution of power - including gender relations. It should also
document what that means for the strategic choices of the programme, and the assumptions
being made with regard to (changing) power and gender relations. See sections 4.2 and 4.3
for more specific guidelines.
ARTICULATION OF ASSUMPTIONS
Identifying assumptions underlying people’s thinking about change is one of the most
valuable aspects of a ToC process (as discussed in section 3.2). Making them explicit allows
them to be debated and validated, contributing to mutual understanding and a genuinely
strategic discussion. Critical assumptions are important for risk analysis. They need
monitoring to test their validity and for the purpose of learning and knowledge generation.
REGULAR UPDATE OF THE TOC AND ACTIVE USE IN PLANNING,

MONITORING, EVALUATION AND LEARNING
To be most effective, ToC use needs to be firmly embedded in the project cycle of the
programme and the organisation. The ToC of a project or initiative forms the basis for the
planning, monitoring, evaluation and learning framework. Monitoring key assumptions is
particularly important for strategic planning and learning. Adaptive planning and
management requires regular reviewing and updating of the ToC, so that the programme or
initiative can accommodate emerging changes and new insights. A review of the ToC can be
triggered by context changes, stakeholder shifts, operational problems, or when there are
indications that a key assumption might not be valid. It is especially important to do when
processes take unintended turns, to help make sense of events.
Figure 3 illustrates how despite the differences in ToC purpose, process and products, the five
principles remain central.
products plan to learn Figure 3:

visual narrative mel framework
and improve Principles,
purposes,
process,
products
process
Situation-specific process of steps, using diverse ‘tools for
thought’ with relevant people
purposes evaluation /
programme strategy quality
strategic
design revision check
learning design
principles • Participation in ToC development

• Comprehensive analysis
• Power and gender lenses
• Assumptions articulated
• Regular and active use

4.2 POWER AT PLAY
Power plays a central role in Hivos’ analysis of the causes of poverty and inequality in the
world (see Box 7). Consequently, power analysis is at the core of Hivos’ ToC thinking: if we aim
to contribute to shifting power relations in a specific situation we need to know how power is
distributed, which forms of power and power dynamics are at play, and how the people we
aim to benefit are embedded in and affected by them.
BOX 7: CIVIL VOICES ON A GLOBAL STAGE (Hivos 2002)

“Injustice, poverty, gender inequality as well as the marginalisation and
exclusion of large groups of the world population, are basically caused by
unequal power relations at all levels of society: from political and
economic relations at the international level to personal relations at
individual and household levels. These unequal power relations
determine – directly or indirectly – which interests are being represented,
which voices are being heard and who is in the position to make claims in
decision-making processes. The outcome perpetuates unequal access
and unequal distribution of material and non-material means and
resources, including rights and opportunities. The very people negatively
affected by the outcome of these decision-making processes are only
rarely participating or represented in them; and if they are, their opinion
does not count equally.”
Power analysis helps us to ask the right questions in a ToC process and to rethink deeply
rooted assumptions. It provides entry points for change interventions and appropriate
strategies. The outcomes will enable us to sharpen our definition of success, and to define
our MEL priorities and process accordingly. Power analysis is an effective way to uncover the
reasons for gaps between theory and practice, between policy and implementation, between
proposed solution and actual outcomes.
At the same time, power analysis can be a challenging process. It may lead to discomfort or
even hostility because of the way it brings to light assumptions and realities that normally lie
hidden, especially between actor groups. An experienced facilitator can help to overcome
these challenges.
Two frameworks for power analysis that have proven to be effective tools of thought are:
• the ‘Expressions of Power’ by VeneKlasen and Miller, distinguishing between: Power Over,
Power With, Power To and Power Within; and
• the ‘Power Cube’, developed by IDS.
These frameworks can be used separately or in combination. The Power Cube can build on
and be used to further explore the concepts of ‘power over’, power to’, ‘power with’, and
‘power within’ (see Boxes 8 and 9, further explained in section 8.1).

BOX 8: EXPRESSIONS OF POWER
Power Over
The most commonly recognized form of power, power over, has many
negative associations for people, such as repression, force, coercion,
discrimination, corruption, and abuse. Power is seen as a win-lose kind of
relationship.
Power With
Power with has to do with finding common ground among different
interests and building collective strength. Based on mutual support,
solidarity and collaboration, power with multiplies individual talents and
knowledge. Power with can help build bridges across different interests to
transform or reduce social conflict and promote equitable relations.
Power To
Power to refers to the unique potential of every person to shape his or her
life and world. When based on mutual support, it opens up the possibilities
of joint action, or power with.
Power Within
Power within has to do with a person’s sense of self-worth and self-
knowledge; it includes an ability to recognize individual differences while
respecting others. Power within is the capacity to imagine and have hope;
it affirms the common human search for dignity and fulfilment.
From: ‘A new Weave of Power, People & Politics’, Lisa VeneKlasen and
Valerie Miller 2002
BOX 9: THE POWER CUBE

The Power Cube is a framework for analysing the levels, spaces and forms
of power, and their inter-relationship. It helps us to explore various aspects
of power and how they interact with each other. It lets us visually map
ourselves and our situation, including other actors, relationships and
forces, and then look at possibilities for movement, mobilisation and
change. It helps to find entry points for action.
Global
LEVELS National
Local
Invis
ed ib
Clos ed
Hidd le
Invit / Visib en
med le
SPA Clai eated S
CES cr RM
FO
From: www.powercube.net.

4.3 GENDER (IN)EQUALITY
Gender inequality is one of the most universal forms of inequality in the world and manifests
itself in unequal power relations between men and women. Hivos promotes the
empowerment of women in order to contribute to gender equality at all levels of society, by
advancing women’s rights, including sexual and reproductive rights. Like power imbalances
in general, Hivos sees gender inequality as one of the main causes of poverty and inequality
in the world. Structural transformation requires changes in gender relations, so a fully
integrated gender analysis is crucial in a ToC process. When discussing power issues and
assumptions, gender power issues often remain hidden. They require specific and explicit
attention.
We are all gender-biased, men and women alike. We have grown up with notions about our
identity as women and men, or feeling that we did not fit these dominant social categories.
We all internalised how our social and cultural environment viewed gender roles and what
was appropriate for women and men to do, to be and to feel. Even when we have distanced
ourselves from those notions, the way we see the world remains influenced by gender
stereotypes.
When designing programmes or projects, our personal gender biases and assumptions make
us overlook important gender issues. These biases inform and shape the ToC we are
developing in terms of content – what matters. But biases also influence the process of how
we generate theories of change, the concepts and methods we use. In particular, the
identification and prioritisation of assumptions are not gender neutral.
Being mindful of gender dynamics goes well beyond just counting men and women.
Throughout the ToC process, we have to take into account gender-differentiated needs,
benefits, capacities, risks, influence in decision-making, division of labour, etc. A fully
integrated gender analysis in a ToC process means that at all stages of the process, questions
about strategic gender interests (see Box 10) are posed. Questions such as:
• Does the desired change benefit women and is it significant for them?
• To which strategic gender interest(s) does it contribute? Why do we think so?
(assumptions)
• What gender inequalities are influencing the system?
• What gender dynamics are at play here?
BOX 10: STRATEGIC GENDER INTERESTS
Strategic gender interests relate to:

• changes in access to and control over resources;
• institutional changes such as laws, policies and resource allocation;
• changes in socio-cultural norms, beliefs and practices;
• changes in internalised attitudes, values and practices.
Strategic gender interests require medium to long-term change processes

and concern changes at the levels of outcomes and impact.

PART B
A STEPWISE
APPROACH
5 DEVELOPING THEORIES OF
CHANGE - EIGHT STEPS
Step 1
Figure 4:
Clarify Purpose
of ToC Process The eight steps
Step 8
Step 2
Use and
Describe
Adaptation
Desired Change
of ToC
Step 7 THEORY Step 3

Define MEL
Priorities and
OF Analyse Current
Process CHANGE Situation
Step 6 Step 4
Map Change Identify Domains
Pathways of Change
Step 5
Identify Strategic
Priorities
INTRODUCTION
The eight steps proposed in this chapter are a basic approach to guide you through any ToC
process.
Each step includes an explanation of its essence and role in the ToC process, which will help
you decide how to work with that step. Each step also contains a set of core questions to
guide you, defines the output that should be produced and challenges you may encounter.
Key points to consider are outlined. The tasks involved in each step are detailed, including
reference to additional tools for thought that help prompt the critical thinking required in that
step. If tools ask for a more elaborate explanation or can be used in different ways, that
explanation is given in Chapter 8.

Step 1
Clarify Purpose
of ToC Process
Step 8
STEP 1 CLARIFY THE PURPOSE Use and
Adaptation
Step 2
Describe
OF THIS TOC PROCESS of ToC
Desired Change
Step 7 THEORY
WHY IS THIS IMPORTANT? Define MEL
OF
Step 3
Analyse Current
Priorities and
A clear purpose of going through a ToC process Process CHANGE Situation
gives you a sense of direction and helps to
ensure that the participants start off on the same
foot.
Step 6 Step 4
The purpose informs decisions about who Pathways of Change
should participate in the process, how to shape
Step 5
the process, which levels it needs to encompass, Identify Strategic
what type of outputs or products you want to Priorities
end up with and which questions need specific

attention in each step.
ESSENCE
Determining a clear and shared purpose for this ToC process, in order to:
• know why you engage in the process and what you expect as a result;
• enable decision-making about the process.
CORE QUESTIONS
1. Why are we doing this? What do we want to be different for the team and our partners
or allies as a result? Which specific benefits do we expect the process will bring us?
2. What is this ToC process expected to produce? What does that mean for the levels to
address and the design of the process?
OUTPUT
A clear, documented statement of the purpose and level of the ToC process and product,
including who needs to be involved in the process and why.
CHALLENGES
New insights gained from a ToC process are likely to challenge your thinking, practice
and resource allocation.
KEY POINTS TO CONSIDER

1. There are two types of purposes for going through a ToC process that need consideration:
a) Why are we doing this?

Thinking about why you are doing a ToC process and what will be different as the result,
obliges you to be open to questioning your current practice. Are we doing ‘the right thing’?
Is there a better mix of strategies than our usual repertoire, do we need to rethink resource
allocation? Or, what is problematic that the ToC process might solve? Are there conflicting

perspectives in the team or partnership? Are we lacking evidence of what has and has not
worked? Do changes in the context require a rethink of focus and feasibility?
b) What is the intended product of this ToC process?

ToC thinking can be used for different purposes, as is explained in section 2.5 and
summarised in Table 3. A ToC process to design a project is different from a strategy
revision, or using ToC to develop a learning or research agenda.
These questions will need to be answered partly in preparing the ToC process with the larger
group of stakeholders. However, both core questions need full attention at the start of the
actual ToC development process with the wider group of participants. Clarity and
understanding of the purpose of the process is necessary for aligning expectations and is
conditional for full and successful participation.
TABLE 3: PURPOSES OF TOC USE

Programme or project design Comprehensive situation analysis (context, stakeholders,
power, gender, etc.), stakeholder involvement, strategic
choices, critical assumptions, MEL framework
Strategy revision Regular revisit of ToC to review strategies in response to

changes inside and outside the project, new insights, and
evidence
Quality review of existing Improve programme quality, make implicit assumptions

programme explicit, sharpen strategies
Strategic learning design Define learning questions, building evidence base, what
works or not and under which conditions
Evaluation Mid-term, end-term, validate assumptions,

reconstruction of ToC
Collaboration and collective MEL Develop joint strategic approach and collective MEL
framework & process in a multi- framework and learning agenda, with clear and agreed
actor initiative roles and responsibilities of each actor involved
Scaling up or out Analysis of suitability and feasibility of scaling an initiative

up and/or out in other locations, need for adaptation of
the ToC, identify assumptions to be tested in the new
context
NB Experience learns that for most purposes of a ToC process a single workshop is not
sufficient for developing all the Steps fully.
2. Part of clarifying the purpose of your ToC process concerns determining the level(s) of
ToC thinking it needs to encompass. The appropriate level(s) directly relates to the ToC
purpose and intended ToC product. It has consequences for the route you will take
through the stepwise process and the aspects you need to emphasise.

The appropriate level of ToC thinking needs to be considered upfront because it is the
most common stumbling block to a productive ToC process, especially in Step 6: Map
Change Pathways. Without a clear focus, the mapping risks being too detailed at the
higher level and becoming overwhelming, or lacking necessary detail at the project level.
How to avoid this is explained below and in more detail in Step 6.
The ‘hourglass’ diagram (Figure 5) depicts how your ToC and change pathways can focus on:
a. developing a ToC at a high level of change (the level of Domains of Change - Step 4),
encompassing the upper half of the hourglass;
b. developing a ToC at project level (Theory of Action), encompassing the lower half of the
hourglass; Figure 5:
c. develop a full ToC, spanning both halves of the hourglass. The hourglass:
change pathways
at different levels
Desired
change
Assumptions
Domain of
Domain of
change 1 Domain of Domain of
change 3
change 2 change 4
Assumptions
Assumptions
Intermediate
Intermediate outcome
outcome Intermediate
Assumptions outcome
Assumptions Intermediate Assumptions

outcome
Intermediate
THEORY OF CHANGE
Intermediate
outcome outcome
Intermediate
outcome
Other initiatives, Assumptions Assumptions
actors & factors
influencing the PROJECT OBJECTIVE
change process
& intermediate Assumptions
outcomes
Intermediate Intermediate
outcome outcome
Assumptions Assumptions
TH
Intermediate Intermediate Intermediate

outcome outcome outcome
EO
RY
Assumptions
O
Immediate or Immediate or
FA
early outcome early outcome

CT
IO
N
Outputs Outputs Outputs Outputs Outputs
STRATEGY 1 STRATEGY 2 STRATEGY 3

a. Developing your ToC for the upper half of the hourglass
This is relevant if the ToC process focuses on a (thematic) policy or strategic level. You
explore and articulate the thinking of Hivos, the team or partnership about how change
happens in a specific, but still broad area of change, for example Transparency &
Accountability of governments, and how Hivos sees its role in this area.
• The focus and result of the mapping is on developing a ‘change’ or ‘system map’ rather
than detailed pathways. This level of ToC thinking focuses on change processes with a
long term horizon and is not yet context-specific, so going into too much detail is not
productive. Assumptions about causal relations are based on evidence from research and
Hivos’ experience in the specific area of change.
• You do not go down to the project level: many projects in different contexts can be
designed based on and drawing from this higher level ToC.
Figure 6:
Upper half
Desired hourglass
change
Domain of
change 1 Domain of
Domain of change 4
Domain of change 3
change 2
Intermediate
outcome
Intermediate
outcome
outcome outcome
Intermediate
outcome
b. Developing a project level ToC, or Theory of Action (the lower half of the hourglass)
You can start directly at the project level only when designing a project for which Hivos has
already articulated a higher level ToC that can support and frame the process. However, you
still need to go through Steps 1 (Purpose) and 3 (Current situation), to make the existing ToC
thinking context-specific. You also need to think through – and be able to explain – how in
this case the lower half of the hourglass (this specific project) links to the upper half: how
does the project contribute to the envisaged larger, longer-term change process, and what is
Hivos’ role in it?
• At the project level, the pathways of change need to be fully elaborated and the logic
needs to be clear. Assumptions about cause-effect relations are clearly articulated and
underpinned by evidence or other relevant information.

Figure 7:
PROJECT OBJECTIVE Lower half
hourglass
outcome outcome

c. Developing a full ToC (encompassing both halves of the hourglass)

This is required and recommended in cases where no specific higher level ToC thinking is
available and you need to develop the full ToC including the project level. For example, when
you respond to a Call for Proposals in which only a high level goal, issue or domain of change
is determined by the donor. The applicant is required to develop a specific project proposal
and explain how that project will contribute to the achievement of the higher goal.
In such cases you have to articulate the full pathways of the ToC at both levels, but:
• in the upper half of the hourglass you do not elaborate the pathways in great detail. The
focus is on clarifying your overall thinking about the change process and identifying key
assumptions: the reader needs to understand the logic and quality of your overall ToC
thinking;
• in the lower half of the hourglass you need to provide much more detail regarding the
pathways of change: to sharpen your own strategic thinking and the design of the project,
as well as to convince the reader that you are capable of implementing this project
successfully.
NB There may be a fourth option: a donor provides its own overall ToC and asks Hivos to
design a project. Or, a project level ToC is provided and Hivos is interested in implementing it,
e.g. in a tender. It is crucial that we still go through our own ToC thinking process for each
case, in order to know if Hivos’ thinking is aligned with that of the donor, or not. If the
difference between the two is substantial, we should seriously consider not applying for the
project. Poor alignment between Hivos and the donor is likely to lead to problems in
implementation. If the gaps are not fundamental, we should use our ToC thinking to
comment on the donor’s ToC, propose adaptation, and explain why we think that is the better
option. In doing so, we may not only preclude problems in the implementation phase, but we
also demonstrate our expertise and quality of thinking.

TOOLS FOR THOUGHT
• The two core questions
• Table 3 Purposes of ToC use
• The hourglass figure
TASKS
1. Discuss the first core question with the key stakeholders: Why are we doing this? What do
we expect it will bring us? Be as specific as possible.
When you do this with a group of participants you can use facilitation methods that help
making expectations and different perspectives explicit. Critical reflections from
evaluations or reviews of other Hivos programmes relevant for this process can be used to
trigger discussion.
2. Document the outcomes of your conversation and discuss what they mean in relation to:
• Who should be involved in the process?
• Which aspects or components of the ToC process need prioritising?
• How to design and plan the process; for example, how much emphasis and time to give
to different steps?
3. Discuss the second core question: what is the purpose of ToC thinking in this case and
what is the expected product? Use Table 3 for help and specify further for your specific
project/programme.
4. Discuss what the purpose and expected product mean for the level(s) of ToC thinking.
Discuss the hourglass diagram and decide which levels to encompass in the process.
Document the outcomes of your conversation and the reasons for choices made.
5. Identify assumptions: Which assumptions are we making about the purpose of this ToC
process? Do we need to check them? If so, how?
6. Update and complete documentation of the outputs of Step 1, in terms of:

• What is the purpose of the ToC process?
• Who should be involved and why?
• Which aspects or components of the ToC process need prioritising?

Step 1
Clarify Purpose
of ToC Process
Step 8
STEP 2 DESCRIBE THE Use and
Adaptation
Step 2
Describe
DESIRED CHANGE of ToC
Desired Change
Step 7 THEORY
OF
Step 3
Analyse Current
Priorities and
What you want to change, why and for whom is Process CHANGE Situation
the core question of any ToC process.
The desired change represents the changes in

people’s lives and the conditions and Step 6 Step 4
relationships in society that we wish to see Pathways of Change
occurring in the years to come and to contribute
Step 5
to by our actions. Identify Strategic
Priorities
ESSENCE
• Define a long-term change that is challenging and hard, stretching but just about
reachable in 10 - 20 years’ time.
• ‘Head in the clouds, feet on the ground’.
CORE QUESTION
• What is the desired change, why and for whom?
OUTPUT
• Careful consideration of the people you want to benefit in a positive future situation.
• A statement of desired change, with assumptions, that is tangible, specific, and
plausible.
CHALLENGES
• To define a people-oriented statement of change, not an abstract concept.
• The desired change must be ambitious, but not impossible to achieve.
• To identify assumptions.

1. How the desired change is chosen, formulated and viewed is conditioned by the identity,
positioning, mind-sets, and interests of the people formulating the theory of change.
Reflect on who is involved in the articulation of the desired change:
• Who is defining the desired change, or dream? Who is initiating this process of analysis,
and which other actors are involved?
• Are the people supposed to benefit from the initiative/programme involved in its design?
– If not, when and how will they be involved or consulted?
– How do they perceive and value what is articulated as the desired change?
– If they are not involved: How do we know? If we do not know: when and how will we
ensure we know?

2. There are two ways to start exploring the options for achieving change in a situation where
that is deemed necessary or desirable:
a. by defining and analysing the problem.
b. by articulating the desired change.
Hivos chooses to use the latter, because a ‘desired change’ approach:

• takes a ‘positive’ starting point, which is motivating stakeholders;
• is more future-oriented;
• is more conducive to people using their imagination and creativity;
• gives direction more naturally to the strategic thinking and a delineation of the area of
intervention, by its focus on the possible role(s) of the actors involved in the ToC process in
achieving the change.
NB This choice does not mean that problem analysis is not important. In the next step
(Analyse current situation) problem analysis is part of the process.
BOX 11: BOTH STARTING POINTS CARRY SPECIFIC RISKS
Risks of a problem approach:

• ‘negative’ starting point;
• tendency to focus too quickly on solutions;
• discouragement or loss of direction (e.g. by doing a problem tree
analysis): so many causes and factors, where to start;
• tendency to address all factors playing a role in the problem, leading to
fragmentation of efforts and resources.
Risks of a desired change approach:

• a limited analysis by focusing only on what the main actor(s) involved
are able to ‘offer’;
• to start with unrealistic, too ambitious dreams.
TOOLS FOR THOUGHT (see section 8.1)

• Rich Picture
• Four Dimensions of Change
• Celebrating Success: the Time Machine/Helicopter, the Party, or the Conference
TASKS
1. Concentrate on changes in and among individuals, organisations, social structures,
cultural patterns, and institutions, to which Hivos wants to contribute, in a time perspective
of 10 to 20 years. The desired change must be plausible: there must be a sufficient degree
of probability that the change can happen.
2. Visualise and draw the desired change or ‘dream’.

Visualising helps the group to bring to the surface and share individual thoughts, to start
the conversation, to stretch thinking, and to merge the ideas of different team members
into a shared view. The drawing itself is helpful to zoom in (and out) on specific parts of the
full picture and explore them further. See also section 3.3: The importance of visualisation.

Picture the desired change as concretely as possible:
• Who are the people the desired change should benefit: for whom will the situation
have changed positively, and in what way?
Be specific (gender, age, ethnicity, etc.):

• Will the change work out differently for different categories of people?
In what way? Why?
• How do women benefit from this change and is it significant for them?
• What will have changed?

Think of: attitudes, capabilities, behaviour, relationships, institutions, policies, norms,
values, etc. (e.g. using the Four Dimensions of Change)
3. Describe the desired change as a change statement, specifying changes for specific
groups of people, women and men.
Example of a change statement

Girls and young women in Malawi are better able to make their own choices in life,
because the Malawi government prevents abuses and protects the rights of the girl
child through the implementation of an appropriate legal framework; and because
sexual and reproductive health service provision is responsive to the needs of
young people, in particular girls and young women.
4. Discuss and document assumptions related to the desired change.
ASSUMPTIONS
Guiding questions:
• Why is this change desirable?
We think this change is desirable and of value for the women and men we want it to benefit,
because […].
• Why does this change matter to us (worldview, values, etc.)?
This change matters to us because […].
• Which ideas and convictions about change underlie our picture of the desired change?
We believe that (this type of) change happens through […].
• What social beliefs in the context (where the desired change should occur) does this
change, build on or challenge?
This change builds on or challenges the following common beliefs […].
BOX 12: QUESTIONS FOR DIVING DEEPER INTO

ASSUMPTIONS ABOUT THE PEOPLE AFFECTED
What do we assume about:

• who the affected people, women and men, are?
• how homogenous or diverse this group is?
• what their perspectives and interests in the issue are? Are these the
same, or different?
• what the affected people need? Or: what the situation/society needs?
• how the affected people deal with or respond to the issue/problem?
• what the affected people value?

Step 1
Clarify Purpose
of ToC Process
Step 8
STEP 3 ANALYSE THE Use and
Step 2
Describe
CURRENT SITUATION Adaptation
of ToC
Desired Change
WHY IS THIS IMPORTANT? Step 7 THEORY

Every change initiative takes place in a context Step 3
Define MEL
Priorities and
OF Analyse Current
that determines the conditions and the Process CHANGE Situation
opportunities for change. We need to
understand the situation to be able to make
strategic choices that increase the chances of
success. Step 6 Step 4
Pathways of Change
This step is about analysis of the current situation
Step 5
and the issues we wish to change: the ‘ecosystem’ Identify Strategic
in which the desired change is supposed to take Priorities
place: which social, political, economic, cultural,

ecological and geographical factors directly
influence the issue, its causes or effects, and the desired change process? What are the roles
and interests of stakeholders and other actors? Where are power and gender dynamics at
play? What are drivers of change and opportunities?
ESSENCE
Generate a broad – and shared – understanding of the system in which the desired
change is needed.
CORE QUESTION
What is the current situation in relation to the issue(s) we wish to change?
OUTPUT
• A rich picture about the issues and situation for which the change is desired.
• Key stakeholders & their stakes (interest in and influence over).
• Institutions, structures, processes, interrelationships, issues, conflicts, resources,
blockages, opportunities, etc.
• Knowledge gaps identified.
CHALLENGES
• To analyse with sufficient depth without losing focus on what really matters.
• To consistently include power and gender analysis.

1. This step is often called ‘context analysis’. At Hivos, we understand that issues and situations are
affected by the interplay of local, national, regional and international dynamics, so we tend to
think about ‘systems’. Lasting change requires system change. This means engaging with a
multitude of influencing factors, interacting, pushing and pulling in different directions. System
change is always contested: there are many actors with stakes in both the status quo as well as
in changing it, and who have different interests and perspectives. Their positions and
relationships are characterised and conditioned by power and gender inequalities (see also 3.1).

2. This step is about understanding how people experience issues in a holistic way – a health
issue may have knock-on effects on income and education, etc. A good place to start is by
placing the people most affected, or who you want most to benefit, at the centre of the
situation analysis.
3. It can be difficult to set boundaries for a system or situation analysis: you and other
participants may be tempted to throw the net too wide or to go on for too long. How deep
the analysis needs to be depends on your purpose, so ask yourself what you want to get
out of it, what questions you want answered. To make your situation analysis purposeful
and focused, you can ask: ‘Is everyone happy with this as a general description or are there
critical gaps?’ If necessary, you can limit the time to be spent on it. Important factors not
surfaced in this step may come up in next steps and can be added then.
4. In this step, the Rich Picture is proposed as the main tool for exploring the overall situation.
Depending on the issue at hand, you may need to do an analysis of a specific aspect of the
issue at hand in the ‘dive deeper’ phase, using another analytical tool. For example, a
specific gender framework, a Power Cube exercise, or a tool mapping influence and
interest. Make sure you include the outcomes of such an exercise in the Rich Picture, and
also keep it as a separate output, to use in later stages of strategic thinking.

• Rich Picture
• Stakeholder and actor analysis, Influence matrices
• Power analysis: Power Cube, Expressions of Power (see also section 4.2)
• Gender analysis (see also section 4.3)
• Framings
TASKS
1. Draw a Rich Picture of the current situation. As a (sub)group you draw one picture together,
which can have many different elements. Do not discuss, but explain to each other what
you are drawing and why. Think of including:
• stakeholders & their stakes: who are they, how are they affected by the issue? How do
they influence it? What is their interest?
• causes and effects of the issue/situation you want to change
• relevant context factors.
Draw linkages where relevant.
2. After a first round, take a step back and discuss what is there, how you understand it and
what is missing. Take a second round.
3. Dive deeper by analysing:

• Power relations between the actors and factors on the drawing – who has power over,
power to, power with, power within. Use the Power analysis frameworks in section 4.2.
Which forms of power and power dynamics are influencing the situation? (in society,
social life, organisations, family, etc.). Where and how do power inequalities play out in
the issue at hand?

•G
ender dynamics: make gender specific factors in the context and stakeholder/actor
analysis explicit. What gender inequalities are influencing the system? (See Box 13:
Gender analysis).
• Perspectives of key actors, using different framings.
Include the outcomes in your drawing.
BOX 13: GENDER ANALYSIS
How is the current situation in terms of:

• The status of women and their ability to exercise their human rights;
• The gender division of labour and workload of women;
• Access to and control over resources of women as compared to men
(including mobility);
• Influence of women in decision-making at household, community and
society levels (as compared to men);
• Self-determination of women over their body, reproduction and
sexuality;
• Social beliefs and norms about gender roles: what women and men
should and should not do and be; images of women in society;
• Violence against women;
• Organisational capacity of women and representation of women’s
interests.
NB When we speak of ‘women’ and ‘men’: who do we mean? Which

women, which men?
4. If not already there, you can refine your drawing and analysis further by adding:
• Interrelationships, conflicts, agreements, resources (e.g. people, money, assets, skills);
• Nature of interrelationships (e.g. strong/weak, conflicted/collaborative, direct/ indirect);
• Non-material aspects affecting how stakeholders, stakes, structures and processes
interact: aspirations, goals, motivations, values and norms;
• How factors manifest themselves at the local, subnational, national, regional and/or
international level. To what extent are these factors being influenced by developments
at those levels?
5. Discuss and write down assumptions made. Give examples.
ASSUMPTIONS
Discuss and document:
• Why have we assessed the current situation as we did? What beliefs, values and
perspectives are shaping our analysis?
• Why are these the stakeholders and actors that matter?

We have included these stakeholders because […]

• Why do we judge specific influences as helping or hindering, particularly power and
gender dynamics?
We have identified factors as helping or hindering because […]
• Are our assumptions shared, or do we have different perspectives?

We differ in the following observations and assumptions because […]
• Do we have evidence that our assumptions are true?
Evidence:
• On the basis of what evidence, knowledge, experiences or impressions do we make our
assumptions?
• What data and research are available about the situation and the issue at hand? To what
extent do these confirm or question our assumptions?
• Which (additional) data and research are needed for us to feel comfortable about the core
of our situation description?
LOOK BACK, REVIEW AND FINE-TUNE
What do the outcomes of this step mean for the initial outcome of the previous step?
Do we need to make any adjustments? Why?
> Review and fine-tune
See next page for Questions for diving deeper into Context and Stakeholder analysis.

BOX 14: QUESTIONS FOR DIVING DEEPER INTO CONTEXT
AND STAKEHOLDER ANALYSIS
NB Not all these questions need to be answered. Choose what is relevant

for your purpose, or what has not yet been discussed.
Stakeholders & other actors of influence

• Who are the key stakeholders that affect or are affected by the change
process?
• How do these stakeholders relate to each other?
• Which other actors play an important role in the issue/ change
process? Is their role helping or hindering?
• What is the political and governance landscape like: who can influence
the desired changes? Who owns the decisions that really have an
impact on the context?
• How do actors perceive the people most affected by the situation?
• What are the interests and positions of the stakeholders in the issue?
Where do their interests conflict or align?
• What is the motivation, capacity and opportunity of actors to change?
What are their incentives, constraints, drivers, agendas? What might
motivate them to do what is necessary to achieve the envisaged
change?
• If relevant: what drives actors who actively cause, reproduce or
maintain the problem? (Interest, habit, lack of knowledge, power,
greed, etc.)
Context
• Which political, social, historical and economic conditions affect or are
affected by the change process?
• Which societal structures (formal and non-formal institutions, legal
frameworks, cultural practices, etc.) play a role and how do they affect
the process?
• What are (historical) areas of conflict and the causes of conflict?
• What gender specific factors, actors, values and dynamics are at play?
See also box on gender analysis.
• Which geographical or environmental factors are of importance?
Opportunities for change

• Is there recognition of the need for change? By whom?
• Are there different perspectives or alternatives for the dominant view in
society? By whom are these held or promoted?
• What or who are drivers of change in the system? Where are
opportunities for change?
• What gender-differentiated or gender-related opportunities are
present?

Step 1
Clarify Purpose
of ToC Process
Step 8
STEP 4 IDENTIFY DOMAINS Use and
Adaptation
Step 2
Describe
OF CHANGE of ToC
Desired Change
Step 7 THEORY
OF
Step 3
Analyse Current
Priorities and
Now the current situation has been explored Process CHANGE Situation
and mapped, we need to identify the domains
where important changes have to take place in
order to achieve the overall desired change.
Step 6 Step 4
Identifying the domains of change helps to make Pathways of Change
the complexity more manageable, and to
Step 5
determine what matters for the desired change, Identify Strategic
and for the people who we hope will benefit Priorities
from that change. It enables us to decide where

best to intervene.
To make the desired change possible, changes usually need to happen simultaneously in
many different domains and amongst different groups of stakeholders.
For example, changes may be needed in formal institutions and the behaviours and
relationships of actors involved in those, like the legal system; changes in the behaviour and
relationships that shape people’s participation in political processes; changes in the norms
and values people have about sexuality; changes in the attitudes of service providers, etc.
These changes are substantial, beyond the control of any single actor, and often need to
happen in parallel in order to reach the desired change.
ESSENCE
Based on the analysis of the current situation, identify broad areas or domains where
change is needed in order to achieve the desired change.
CORE QUESTION
Who and what needs to change, where and in which way, for the desired change to
become possible? Who needs to do what differently?
OUTPUT
A set of three to five ‘domains of change’, which articulate the improved behaviour of
specific actors or stakeholders, and the improved conditions in people’s lives or society
that are essential for the achievement of the desired change.
CHALLENGES
In discussing this high level of changes it is easy to get lost in the complexity. It is not
possible to identify everything that needs to change, so you need to be selective and
choose three to five.

1. Some ToC users call the changes at this level ‘preconditions’. Others call them ‘high-level
results areas’. In this guide, we use ‘domains of change’. It concerns areas of change that
are broad and long term, and we cannot work on all of them.
2. The domains of change need to be formulated as much as possible in terms of changed

behaviour of specific stakeholders/actors, or as changed conditions in people’s lives, their
communities or society at large.
3. These are high-level domains of change, they need to be tangible and realistic, but it is not
possible to identify everything that needs to change. So you need to be selective and
choose three to five. If the group has identified more domains of change, they have to
decide on the most important ones. Try not to spend more than 1.5 hours discussing this; it
is better to come back to the domains to review them as you progress through the ToC
process.

• Four Dimensions of Change
• Power lens
• Gender lens
• Framings
TASKS
1. Use the Rich picture to trigger the initial naming of domains. Zoom in on and name those
parts of the current situation that need changing. Identify clusters that you agree are a
coherent domain of change.
• Draw boundaries in your Rich Picture, capturing the domains.
• Identify where there may be gaps in your picture – are there key areas of change missing?
• Now stand back and think beyond your collective picture, asking: Are there other
domains of change that are needed for the desired change to become possible?
• Develop a label to describe the domain; for example ‘changes in the behaviour and
relationships that shape people’s participation in political processes’; ‘changes in the
coalitions and relationships between national and international actors’; or ‘changes in
the governance of the health system’.
NB If you end up with more than three to five domains decide on the most critical ones and
continue the process with those.
2. Within each domain, identify who needs to change and in what way.
• List the key stakeholders/actors per domain. You can do so by putting the domain in the
middle of a flip chart and put the actors around it, and then:
• Formulate the way in which you would like to them to act, think, relate – and why.
What needs to change in: relationships, capabilities, values, attitudes, behaviours, formal
and informal institutions (policies, legal frameworks, customs, cultural patterns, beliefs,
consensual norms, etc.) that support the desired change?
• What needs to change in power and gender relations and dynamics?
3. Discuss and write down the assumptions made.

ASSUMPTIONS
• Why do we think that it is these stakeholders, actors, groups, entities who need to
change?
• What are we assuming about their current and desired needs, capacities, behaviours,
relationships, receptivity and motivation to change? (See section 8.1 for resources about
behaviour change).
We assume the following about their:

– needs
– current capacities
– current behaviours
– relationships
– motivation to change
– opportunity to change
• Evidence: on the basis of what evidence, knowledge, experiences or impressions do we

make our assumptions?
• What other perspectives are possible, and would possibly challenge our assumptions?
Why?
BOX 15: QUESTIONS FOR DIVING DEEPER
• Do existing relationships between actors need to change, or perhaps

entirely new relationships need to be facilitated between actors who
would not normally associate with each other?
• Who is currently excluded from key processes in this domain and
should be included? Why?
• Do forms of access and participation need to change?
• Are there new patterns of collective action that need to be promoted,
do these need to be formally or informally constituted?
• What specific aspects of existing formal institutions need to change?

Step 1
Clarify Purpose
of ToC Process
Step 8
STEP 5 IDENTIFY STRATEGIC Use and
Adaptation
Step 2
Describe
PRIORITIES of ToC
Desired Change
Step 7 THEORY
OF
Step 3
Analyse Current
Priorities and
This step is about boundary setting and focus. Process CHANGE Situation
We have identified the main domains of change,
now we need to make a strategic analysis of
where and how to intervene within those
domains, with the best chances of success. Step 6 Step 4
Pathways of Change
The main issue is to define priority change areas
Step 5
where Hivos, with partners and allies, can Identify Strategic
strategically influence and can realistically make Priorities
a difference.
ESSENCE
Exploring and deciding on strategic priorities within the domains of change towards the
desired change.
CORE QUESTION
Within the domain, what changes can Hivos best influence, why and how, in the next 3-5
years?
OUTPUT
Prioritised selection of (intermediate) changes to influence, with a robust justification and
assumptions.
CHALLENGES
This step is about identifying priority areas, actors or stakeholders that are strategically
feasible for you to influence. It is not yet about how you will influence these changes.

1. The analysis is based on a mid-term timeframe (3-5 years): not because this analysis is for a
specific project period, but because in most cases the situation and context will change
substantially in this time span. When used well, the ToC will be updated and adapted
several times during the process.
2. Each domain of change is made up of networks of actors, institutions, inter-relationships

and processes. For example, the domain ‘changes in the behaviour and relationships that
shape people’s participation in political processes’ involves citizens, their organisations,
political parties, the electoral registry and many others. In this step, you need to zoom in
on which of these changed behaviours and relationships you will aim to influence for the
next 3-5 years, in order to promote positive changes in people’s political participation.

• Criteria and questions for prioritisation (see Box 16)
• Ritual dissent
TASKS
1. Apply the selection criteria (see Box 16) to the critical domains of change identified.
BOX 16: CRITERIA AND QUESTIONS FOR SELECTING

STRATEGIC PRIORITIES
Leverage points:
• What change processes are already taking place in the system, and
how do they influence what Hivos aims to achieve?
• What and where are the leverage points, opportunities and challenges
in the next 3-5 years?
• Which influential actors and processes do we have links to, or could
build links to?
Mandate:
• What is Hivos’ legitimacy to act in this system? Why?
Collaboration and influence:

• Who else is working on related agendas, similar/different to us?
Hivos’ unique contribution:

• What does Hivos bring to the change process? What are we good at?
Feasibility:
• What is our potential to influence the situation?

2. Prioritise a limited number or a cluster of changes within the critical domains of change
that you think Hivos can address in a consistent and effective way, and where Hivos or the
partnership can realistically make a difference in view of the context and the time
perspective. Document your reasons and the assumptions you make.
3. Check and sharpen your priorities and assumptions by submitting them to critique and
feedback from people who have no direct stake in the programme or from experts on the
issue and/or the context. You can do this in several ways, but Ritual dissent is effective -
and fun.
4. Identify and document assumptions. What are the assumptions underlying our strategic
choices, for each criterion?

Step 1
Clarify Purpose
of ToC Process
Step 8
STEP 6 MAP PATHWAYS Use and
Step 2
Describe
OF CHANGE Adaptation
of ToC
Desired Change
WHY IS THIS IMPORTANT? Step 7 THEORY

Pathways of change are a projection of the Step 3
Define MEL
Priorities and
OF Analyse Current
envisaged change process into the future, based Process CHANGE Situation
on what we know of the current situation and
our views and beliefs about how change
happens.
Step 6 Step 4
Mapping ‘pathways of change’ is done by Pathways of Change
working backwards from the long-term desired
Step 5
change, asking ourselves what needs to change Identify Strategic
for the desired change to occur. Priorities
At the same time, we are also unpacking and

testing our thinking about how the change
process may evolve from the current situation to the future.
Pathways of change, or causal pathways, can be pictured as a series of intermediate changes

realised, often called ‘results chains’, or in the form of a less linear representation, such as a
flow chart, web or system map. It is essential to indicate the inter-relations between elements,
feedback mechanisms, and how the process is expected to evolve over time, although in real
life that will never be linear: think of backlashes and recurrent processes. This means that the
pathways and underlying ToC need regular adaptation, in response to developments in the
situation and new information.
ESSENCE
Mapping the change pathways backwards from the desired change and the domains of
change.
CORE QUESTION
How do we think the change process may evolve? What needs to happen before the next
positive step in the process can take place?
OUTPUT
Change pathways or change map with underlying assumptions.
CHALLENGES
• To find a good balance between a too detailed, time consuming mapping process and
a superficial, ‘quick & dirty’ approach that reproduces stereotype thinking and adds no
value.
• Different purposes and levels of ToC thinking require differentiating the emphasis and
time invested in parts of the process, and the level of detail needed.

1. As explained in Step 1, there are three different options for this step, depending on your
purpose with this process, the level of ToC thinking that is required, and the ToC thinking
that is already available about the issue at hand, for example in a thematic policy or strategy Figure 5:
paper, or a higher level programme document. The hourglass:
change pathways
at different levels
Desired
change
Assumptions
Domain of
Domain of
change 3
change 2 change 4
Assumptions
Assumptions
Intermediate
Assumptions outcome

outcome
Intermediate
THEORY OF CHANGE
Intermediate
outcome outcome
Intermediate
outcome
Other initiatives, Assumptions Assumptions
actors & factors
influencing the PROJECT OBJECTIVE
change process
& intermediate Assumptions
outcomes
outcome outcome
TH

EO
RY
Assumptions
O
FA

CT
IO
N
2) Decide how to go about this step by answering the following questions:

• On which level(s) of ToC thinking should we focus? Why?
• What does that mean for the process and level of detail of developing the pathways?
• Is higher level ToC thinking available for the issue at hand? What is the best way to use it?
The different options are explained on the following pages. Table 4 provides an overview of
the options for different purposes.

TABLE 4: THREE OPTIONS FOR MAPPING PATHWAYS OF CHANGE
PURPOSE OPTION PRODUCT POINTS OF ATTENTION,
LEVEL OF DETAIL
• Organisational ToC Higher level Thematic •N

o detailed pathways, but
• Thematic policy or ToC policy or change or system map
strategy design thinking: overarching indicating main change
upper half strategy mechanisms, overall strategies
hourglass and key assumptions
•P
roject level is not relevant
Project design with an Project Project •M ake existing ToC thinking

objective for which higher level ToC level specific for context, actors,
level ToC thinking is (ToA): lower pathways of power & gender
available half change • I dentify and explain how the
hourglass project objective relates to
higher level ToC
• Elaborate the project pathways
of change in detail
•C learly articulate assumptions
about cause-effect relations
and underpin by available
evidence
• Project design with an Full ToC Full Articulate the full pathways of
objective for which no pathways of change at both levels, but:
higher level ToC thinking change •U pper half of the hourglass:
is available not much detail. Clarify overall
• Project design for which ToC thinking and identify key
full pathways of change assumptions.
are required for a specific • L ower half of the hourglass:
issue or domain of elaborate pathways of change
change. in detail, and clearly articulate
assumptions about cause-
effect relations and underpin
by available evidence

OPTION A DEVELOPING PATHWAYS WITHIN AND BETWEEN
DOMAINS OF CHANGE
Option A is about developing pathways of change at the level of the Sphere of Influence and
the Sphere of Interest: the upper part of the hourglass. (See Figures 9 and 10 for an explanation
of the Three Spheres).
TOOLS FOR THOUGHT

• Mapping: pathways, change or system map, web, results chains, etc.
TASKS
1. Keep the outcomes of the comprehensive situation analysis in Step 3 in mind and map the
change pathways within and between the domains of change, working backwards. Always
do this with other people, as their different perspectives on change and the different
assumptions people make are of crucial value for both the process and the product.
NB Mapping pathways with more than 6 people in one group does not usually work well. If
more people are involved, work in subgroups.
•S
tart from the critical domains of change and the strategic priorities for the mid-term you
identified in Step 5. As you cannot map the whole system in detail, focus on a limited
number of key intermediate changes (3-4 for each domain of change), that capture the
essence of the change process in that pathway. Map backwards what needs to change
before that situation/ condition can be achieved or occur. Use all the space you need for
the map and note that it does not need to be linear!
• F ormulate intermediate changes in the pathway or map as a changed/realised situation,

not as an activity or objective! Name the stakeholders/actors involved and their changed
behaviour. Who is doing what differently? What is there that was not there before?
(See the following examples).
How to formulate intermediate changes as a result, as a changed situation?

Don’t: ‘Involve media in advocacy about the food system’
Do: ‘Well-informed media report proactively and critically about the food system
debate’
on’t: ‘SRHR information for youth’ (SRHR = Sexual & Reproductive Health & Rights)
D
Do: ‘Young people (F/M) have access to youth-friendly SRHR information’
•W
ork backwards and note assumptions you are making: for example about the
stakeholders’ reactions to a changed situation, conditions that need to be in place, about
the causality you assume in the process. Discuss how context factors, social and
economic conditions and mechanisms, power and gender relations, and other factors
influence the change process you are mapping.
2. You will probably find that there are linkages between the change pathways: realised
changes in one pathway may reinforce the change process in another. Likewise, a step in
one pathway may be needed to enable a next step in another one. Two changes in different
pathways may together lead to a condition needed for further change in both. Draw the

Figure 8:
Step 1 Stepwise
Clarify Purpose approach: Step 6A
of ToC Process and/or 6B
Step 2
Step 8 Describe
Use and Desired Change
Adaptation
of ToC
Step 3
Analyse Current
THEORY Situation
Step 7
Define MEL
OF
Priorities and CHANGE
Process
Step 4
Step 6A Identify Domains
Map Change of Change
Pathways
(Organisational or
Step 6B
theme/policy level)
Map Change
Pathways Step 5
(Project level) Identify Strategic
Priorities
linkages between the pathways or between specific intermediate changes. Note

assumptions you are making about why and how they are linked.
3. Make explicit the assumptions underlying your logic in the pathways or change map.
• causal relations in the pathways or change map and mutually reinforcing effects
between different pathways;
• the response of stakeholders and other actors to changes in the status quo;
• (pre)conditions in the context that are (or need to be) in place for the change to occur.
Questions:
• If X changes, will Z really happen? Why? Under which conditions would it work?
• Are our assumptions about causality in the pathways valid for all people? What about
poor people, women?
• How do our beliefs and preferences for specific types of change shape our thinking
about the pathways? What are we taking for granted? What would challenge our
assumptions?
• What evidence do we have that supports our assumptions about causality?

4. Explore strategic options.
NB. As we are developing a high-level ToC (upper half of the hourglass), for example for a
thematic policy document, we do not elaborate strategic options for context-specific
situations. The process still focuses on an overall Hivos policy level.
Go back to the outcomes of the conversation in Step 5 (Strategic priorities) about leverage
points, opportunities and challenges, and why Hivos can make a difference in the selected
priority domains. Use that analysis to explore further how Hivos could be most effective in
contributing to the changes in the pathways. Brainstorm about a broad range of possible
strategic options to influence the process and other key actors. Identify relevant well-
established strategies that Hivos has expertise and experience in, but focus especially on
potentially innovative, out-of-the-box strategic thinking. Be creative and challenge each
other. Review the latest insights from research and other organisations or companies that
are relevant for this area of change.
5. When strategic choices have been made, document what key strategies Hivos will employ
in this thematic domain, and why these have been selected. Document the main
assumptions and available evidence that support them.

OPTION B DEVELOPING PATHWAYS FOR A PROJECT

THEORY OF CHANGE OR THEORY OF ACTION
Option B is about developing pathways of change at the project level and concerns the
Sphere of Control and the Sphere of Influence: the lower part of the hourglass. (See Figures 9
and 10 for an explanation of the Three Spheres).
When the higher level ToC has been mapped (or revisited when it concerns an existing ToC),
you need to zoom in on the role and contribution of the project at hand to the larger change
process, from a strategic point of view and in relation to what others do.
The project theory of action specifies what and how Hivos or the partnership will contribute
to the achievement of the project objective, in the perspective of longer term change. It tells
the story of the project, explaining why we do what we do and why we think that will work.
The essence, core question and output are slightly different from a higher level ToC.
ESSENCE
Mapping the pathways from the project objective to the current situation and explore
strategic options, as a basis for the project strategy/ies.
CORE QUESTION
What is needed to realise the project objective and how can we best achieve it?
OUTPUT
Project pathways explaining how and why the project strategies are expected to lead to
the achievement of the anticipated results, with underlying assumptions.

• Mapping: pathways, change or system map, web, results chains, etc.
• Three Spheres: Control, Influence, Interest
• Necessary & Sufficient check
TASKS
1. Formulate the project objective(s), related to one or more of the prioritised (intermediate)
changes Hivos has decided to influence (in Step 5 Strategic priorities).
Or: if the project objective is a given (for example in a ‘Call for Proposals’), explore how it
relates to the priorities identified and the ToC thinking articulated at that level.
NB Do this together with key stakeholders in the project.
The project objective should be:

• a change statement at outcome level (sphere of influence);
• ambitious but realistic for the duration of (this phase of) the project;
• gender specific: Is the objective as relevant for women as it is for men? If not, can it be
made of relevance for women? If necessary, reformulate the objective.
• phrased as specific as possible: Who and/or what should have changed in what way?
Specify the groups or actors directly targeted and the intended ‘end beneficiaries’ for
women and men, make more distinctions where relevant.
2. Map the pathways of change from the project objective backwards. What needs to change
before the situation described in the objective can be achieved or occur? Use all the space
you need for the map and note that it does not need to be linear!
• Formulate each step in the pathway or map as a result, a realised situation, not as an
activity or objective! Name the stakeholders/actors involved and their changed
behaviour. Who is doing what differently? What is there that was not there before?
(See the following examples).
How to formulate intermediate changes as a result, as a changed situation?

Don’t: ‘Training of community leaders’
Do: ‘[number] community leaders finished the full training and have committed to
follow-up plans’
Don’t: ‘Promote the concept bill of law’

Do: ‘Parliamentarians have adapted the concept bill of law in line with the CSO
proposal’
•D
iscuss how context factors, social and economic conditions and mechanisms, power
and gender relations, and other factors influence the change process you are mapping.
• I ndicate the linkages between the pathways: where and how do they relate or influence
each other?
•N
ote assumptions you are making, for example about the stakeholders’ reactions to a
changed situation, about conditions that need to be in place, about the causality you
assume in the process.
• Think about what unintended results there could be.

3. When you have your initial pathways mapped out, ask yourself to what extent the
intermediate outcomes work out differently for men and women:
• Are women likely to benefit at least equally from the changes envisaged, and to have
access to and control over these benefits?
• What could the unintended, negative effects for women be?
• What assumptions do we make about gender roles, and the gender division of access to
and control over resources, workload and decision-making?
Review your pathway(s) if necessary to this effect or – if that is not possible – make sure
that in the next task (Explore strategic options) you explore and include specific strategies
to make the aspired change beneficial for women.
BOX 17: EXAMPLES OF PITFALLS RELATED TO GENDER
Examples of unintended outcomes of interventions for women

Unintended adverse effects for women and girls are extra workloads;
withdrawal of contribution to the household by men; unsafe and
unhealthy work and travel conditions; increased school drop-out rate for
girls; violence; corrective rape, etc.
Examples of gender-related assumptions that require further evidence

• Household access to biogas contributes to a reduction of women’s
workload.
• Improved rule of law guarantees improvement of the rights and
position of women.
• Greater access to information contributes to women being better-
informed and increased women’s participation in decision-making.
4. When you have your pathways mapped out to roughly the current state of affairs, go
through them again from the bottom or present up: is the flow of subsequent changes
logical? Are steps missing? What else might each step lead to – unintended consequences,
positive or negative? Are the steps together sufficient? If not, what other supporting factors
are needed?
You may find you are making jumps that are too big, or that you have overlooked
something important. Adjust your map.
BOX 18: NECESSARY & SUFFICIENT?
Thinking in terms of ‘necessary’ and ‘sufficient’ can help you check if there
are gaps that are too large. Ask yourself two questions:
• Is this change/condition necessary for the next one to happen? (if not,
delete it) and:
• Is this change/condition sufficient for the next one to happen? (if not,
what is missing?)

5. When you have your pathways map more or less complete, use the ‘Three Spheres’
framework, to distinguish between parts of the change process in terms of control and
influence, and in terms of time perspective (see section 8.1 for more explanation).
Apply the Three Spheres model to your project pathways:

• Which part of the pathways, which anticipated results, are within the control of the
project or partnership? Why?
• Where is the point that the anticipated results concern the use others are making of the
project’s outputs, or their response to them? Is the assumed link of that outcome with
the project output direct, or indirect? Why?
Discuss the answers to these questions and review how realistic the pathways are in view
of the given timeframe. Adjust where necessary.
6. Explore strategic options
a. F ocus on those parts of the pathways that are within the Sphere of Control and Influence.
Brainstorm about as many strategies to influence these changes you can think of.
Challenge each other to be as creative as possible and to think out-of-the-box. Do not
judge or consider feasibility yet. Collect, list, dive deeper into interesting/innovative/
challenging options and ideas. Create a wide-ranging, creative menu of strategies to
choose from. Do not decide yet.
For example, if one change to achieve is: ‘Parliamentarians adapt the

concept bill of law in line with the CSO proposal’, what strategies – by you,
partners, allies, separately or in coalition – could influence this change?
What has been tried before? What has been exciting elsewhere? What
would you love to try out in this setting?
b. Explore the strategic options in-depth using the questions below.

• What change processes are already taking place in the system, and how do they influence
the outcomes we aim to achieve? What is the best way to strategically link up with or
respond to ongoing processes? Why?
• What are the leverage points, opportunities and challenges in the next 3 years?
• What is our potential to influence the situation? What access do we have to the influential
actors?
• What do we bring to the change process? What are we good at? Where and how do we
make a difference with our limited means?
• What could be the most effective in this setting: to choose a niche of our own, leverage
others’ efforts, seek collaboration with other programmes, etc.? Why?
See box 19 for Questions for diving deeper into exploring and assessing strategic options.
c. C
hoose the strategies that emerge as the most relevant, promising and feasible and
note the assumptions underlying their choice: why do we consider them the most
effective, given the context, capacities of the organisation or partnership, opportunities,
etc.

Figure 9:
Three spheres:
Control,
Influence,
Interest
Figure 10 (below):
Change pathways
SPHERE OF SPHERE OF SPHERE OF
with ‘Three
CONTROL INFLUENCE INTEREST
Spheres’
Hivos, its partners and Take up by stakeholders Further take-up and
alliances produce primary and other actors influence lead to changes
products, relationships, influences mind-sets, in sociocultural, political,
capacities to act on issue behaviours, relationships, economic and
at hand. practices,institutions. environmental domains.
INPUTS ACTIVITIES OUTPUTS OUTCOMES IMPACT
TIMEFRAME
Desired
change
Assumptions
Domain of
Domain of
change 3
change 2 change 4
Assumptions
Assumptions
SPHERE OF Intermediate
INTEREST outcome Intermediate
(long term) Assumptions outcome

outcome
Intermediate
THEORY OF CHANGE
Intermediate
outcome outcome
Intermediate
outcome Other initiatives,
SPHERE OF actors & factors
INFLUENCE influencing the
PROJECT OBJECTIVE
• Indirect influence change process
• Direct influence Assumptions
& intermediate
outcomes
outcome outcome
TH

EO
RY
Assumptions
SPHERE OF
OF
CONTROL early outcome early outcome
AC
IOT
N

7. Make explicit the assumptions underlying your logic in the pathways and your strategic
choices. Note assumptions.
ASSUMPTIONS
• the causal relation between each step in a pathway
• the causal relations or mutually reinforcing effects between different pathways
• the response of stakeholders and other actors to specific project interventions and the
changes that we expect to see as a result
• (pre)conditions in the context that are (or need to be) in place for the change to occur.
Which assumptions are underlying our strategic choices?
Helping questions:
• If X changes, will Z really happen? Why? Under which conditions would it work?
• Are our assumptions about causality in the pathways valid for all stakeholders, or
otherwise affected/interested people? What about poor people, women?
• How do our beliefs and preferences for specific types of change shape our thinking about
the pathways? What are we taking for granted? What would challenge our assumptions?
• What evidence do we have that supports our assumptions about causality and the
effectiveness of strategies?

BOX 19: QUESTIONS FOR DIVING DEEPER INTO
EXPLORING AND ASSESSING STRATEGIC OPTIONS
Other actors, their position and perspective

• How do stakeholders perceive the situation? How do they think about
change and how it could be achieved (their ‘theories of change’)? What
do we (not) know about these actors’ perspectives, interests, etc.?
• Which key actors need to be involved to make the desired change
possible?
• Which key actors represent a positive influence on the change process
and share a similar purpose and values with us? Can we involve them?
• Which key actors represent a negative influence and what does that
mean for the likelihood of achieving our objectives? Can we mitigate or
counter the negative forces, or are they beyond our control?
• What changes need to take place in the relationships of stakeholders/
actors to generate synergies and shared interests in the change process?
Collaboration and influence

• Who else is working on related issues or agendas, similar/different to us?
• Can key actors be influenced by collaborating with them?
• What are the options for multi-actor collaboration?
• What are the advantages and risks of multi-actor collaboration?
• Can we involve/create alliances with actors whose actions work for our
goals, but from different value systems/concerns? How? What are the
risks in doing so?
• Can we strengthen like-minded actors whose influence is now weak, in
a way that benefits the change process? How?
• What type of strategies and actions can we think of to minimise the
impact of actors whose influence is blocking or hindering the intended
change process?
• How can we best work alongside or in collaboration with other actors
and processes to achieve outcomes more effectively than we could on
our own? What are the common and complementary capabilities that
we each possess?
Power
• How can we help to create/promote more empowering and horizontal
power dynamics?
• How can we ensure that decision-making spaces recognise and
integrate the diversity of perspectives, identities and knowledge that
exists among the different stakeholders involved?
• How can we prevent and/or manage conflicts deriving from processes
of exclusion?
Gender
• Are specific strategies needed to make the outcomes we aim to
achieve equally beneficial for women?
• What are the possible barriers for women – which specific categories
of women – to participate and benefit from the project and are these
barriers being addressed?

Step 1
Clarify Purpose
of ToC Process
Step 8
STEP 7 DEFINE MONITORING, Use and
Step 2
Describe
Adaptation
EVALUATION AND of ToC
Desired Change
LEARNING PRIORITIES
AND PROCESS
Step 7 THEORY Step 3
Define MEL
OF Analyse Current
WHY IS THIS IMPORTANT? Priorities and
Process CHANGE Situation
Thinking and working hard to support change,
we want to know what has changed.
We need a process to know if and how a project or Step 6 Step 4

programme is actually contributing to the Pathways of Change
envisaged longer-term change and if our
Step 5
underlying theory of change is valid. Tracking and Identify Strategic
documenting the change process as it evolves Priorities
forms the basis for monitoring, evaluation, learning

about what works and building an evidence base.
The ToC is the frame for distributing iterative learning and critical thinking, not just at the
design stage but throughout implementation.
ESSENCE
Being clear about what we need to know to be effective, demonstrate effectiveness and
learn, throughout implementation.
CORE QUESTION
What information do we need to track and analyse the change process as it evolves, and
to learn about assumptions for improvement?
OUTPUT
Monitoring, evaluation and learning (MEL) priorities and process , with clear actions for
regular monitoring and learning – updating our ToC.
CHALLENGES
• Choosing the critical areas for enquiry;
• The tension between accountability (‘proving’) and learning (‘improving’);
• Selecting and collecting only the information we will use.

1. A ToC-based monitoring, evaluation and learning (MEL) process encompasses more than
the assessment of results of interventions against the plan. It is about tracking change in
the system in order to know how to adjust our ToC and strategies. It involves monitoring
short-term changes in the environment that our ToC says are important. For example,
small changes in the responsiveness of key actors to our change efforts will build up to
outcomes over time. It involves periodic evaluation of what has changed – planned,
unplanned, unforeseen and new developments. It involves learning about what is
significant about these changes, for whom, and how we should adapt our ToC.

2. Using our ToC-based MEL process for learning about what works, for testing and validating
the ToC and building an evidence base implies monitoring results and assumptions. We
need to know if they prove ‘true’ in reality and what we missed if that is not the case.
3. A ToC-based (MEL) process and framework needs to focus not only on the level of the
project objective and the ToA, but also on outcomes that are ‘higher up’ in the chain and
further away in time. Without monitoring changes and assumptions in the upper part of
the ‘hourglass’, we will not be able to know – and make plausible – that the project
contributes to the desired change.
4. Which MEL priorities are defined and how the process is designed depends largely on who
participates in the process of doing this step. Different stakeholders will find different
things relevant and significant. So, before you start, ask yourself the following questions:
Who defines and participates in our MEL process and system? Who defines what is
meaningful result information (for whom?) and what are relevant ‘signs of change’? (Think
of gender differentiation!) Who should be involved or consulted to ensure that the
perspectives of key stakeholders inform the MEL priorities and process?

• Critical Areas of Enquiry
• Criteria for indicator selection
• Relevant & Measurable
TASKS
1. Identify which intended outcomes and assumptions we need to know about. Look again
at your pathway(s), desired change and assumptions at all levels and identify 5 to 8 areas of
enquiry (see Box 20). Your areas of enquiry can concern assumptions as well as
intermediate changes/ outcomes and should be relevant to understanding key aspects of
your change pathways.
Choosing critical areas of enquiry will help you to focus your monitoring on what truly
matters and to identify knowledge gaps and a learning (or research) agenda for the project.
BOX 20: CRITICAL AREAS OF ENQUIRY
Areas of enquiry are parts of our change pathways or change map that:
• concern specific outcomes, assumptions or factors that we need to
learn more about. For example, because they are critical to the change
process, they are challenging or require innovative strategies about
which we are uncertain how they will unfold;
• we need to understand in order to know how, why and for whom a
situation is actually changing, how significant that is and what the
implications are;
• where we know least about the dynamics and actors involved;
• concern assumptions with a high risk of being invalid (with big
consequences);
• we need to monitor in order to understand how the process works.

2. Discuss and answer the following questions:
• What do you want to know about these areas?
• Why are these a priority?
• What are you curious about and why?
• For what purpose and how would you use the information?
3. Your choice of critical areas of enquiry also indicates which changes at outcome level you
consider most significant and interesting. Explore with relevant stakeholders which
indicators (‘signs of change’) would most meaningfully indicate that the anticipated
intermediate change is actually taking place. Take gender differences into account when
selecting indicators.
4. Use the critical areas of enquiry and the outcome indicators to identify what information
you need to collect to be able to explain the changes and validate assumptions.
Discuss who needs to be involved in data collection, its analysis and use, and in learning –
and why. Formulate a learning agenda for the project: what are the questions we would
like to be able to answer?
BOX 21: SOME CORE QUESTIONS TO ANSWER
• Which information/data /evidence needs to be collected, by whom,

how, and when?
• What will this information tell us about our ToC or ToA?
• What is the intended use of the information or evidence?
• Is another entity or actor already collecting the data we need? Do we
have access to that information, can we use it?
• Are we capable of collecting the information (expertise, costs, capacity,
etc.)?
5. Agree on and describe the MEL process, the roles and responsibilities of everyone involved,
the process of data collection, documentation and reporting. Make sure that you plan the
learning process: When and how do we revisit the ToC and reflect on what works? Who
should be involved? How and when does our learning agenda connect to specific
moments in implementation? When and how do we evaluate, with what purpose?
6. Note assumptions.
ASSUMPTIONS
• Which assumptions underlie our choice of areas of enquiry and outcome indicators?
• Which assumptions are we making about the implementation and use of our MEL
framework (roles, tasks, ownership, etc.)?

Step 1
Clarify Purpose
of ToC Process
Step 8
STEP 8 USE AND ADAPTATION Use and
Adaptation
Step 2
Describe
OF A TOC of ToC
Desired Change
Step 7 THEORY
OF
Step 3
Analyse Current
Priorities and
To be most effective, ToC use needs to be firmly Process CHANGE Situation
embedded in the process cycle of the project
and the organisation. When a ToC is not used to
reflect on implementation and regularly revisited
and updated, the investment in developing it is Step 6 Step 4
largely lost. Pathways of Change
Step 5
How, then, do you use a ToC during project Identify Strategic
implementation to plan, navigate strategically, Priorities
monitor, and learn?
ESSENCE
Use the ToC for integrated learning and decision-making, regularly adapted to reflect
new developments, challenges and opportunities.
CORE QUESTIONS
• What insights about the change process are being produced through our MEL
process?
• How should we adapt and update our ToC?
• How, then, should strategies and planning be adapted in this project cycle?
• When will we next review our ToC and implementation process? Who should be
involved?
OUTPUT
• ToC documentation that makes clear how the ToC will be used, when and by who, to
track and analyse information in order to learn about and improve implementation.
• Up-to-date ToC products, regularly informed by the MEL process, which can inform
decision-making and planning.
CHALLENGES
• Aligning learning from and revision of the ToC so that it feeds into organisational
planning processes can be difficult as time is usually limited.
• Ensuring that all project participants understand and appreciate that ToC use takes
effort and organisation.
• Time and incentives for reflection, learning and documentation should be explicitly
planned for in order to involve a wide range of project participants in the MEL process
and ToC review.

1. Integrate ToC use into the project cycle to promote an ongoing learning process.
A ToC process is not a one-off exercise in the design phase of a programme, but implies an
ongoing action-learning cycle. In order to effectively learn from ToC use, we need to
anchor reflection processes in the project cycle. That means that time and incentives for
reflection, learning and documentation must be consciously organised. Regular reflection
sessions with staff, partners and stakeholders to take stock of experiences and results need
to become a habit.
ToC-led reflection sessions are effective when they become specific responsibilities that
support regular management processes such as annual planning and reporting cycles.
Revisiting ToC pathways, assumptions and strategies can then become integrated into the
planning process. For reporting, using the ToC as the reference point helps to focus MEL
reports on key change areas, as well as activities and outputs.
2. Use an adaptive management approach.

Adaptive – or iterative – planning and management is the appropriate management
approach for making optimal use of a ToC. A thorough and robust ToC process is the
foundation, together with appropriate data collection, analysis and learning. Adaptive
management enables the project or initiative to respond to emerging changes and new
insights in time. (See Box 22: ‘Planning in the face of complexity’ and Box 23: ‘Planning in
uncertain, complex situations and processes’).
A ToC is a projection of the envisaged change process into an uncertain future. The ToC
needs regular revisiting and updating to the real situation as knowledge emerges from
implementation experience. Doing so allows for iterative planning:
• moving strategically forward from year to year;
• using the results of monitoring and learning to review the ToC and critical assumptions;
• reviewing strategies and plans in response to emerging changes inside and outside the
programme.
Review of the ToC can occur at regular intervals or be triggered by particular issues. These
can include: context changes; stakeholder shifts; operational problems; when there are
indications that a critical assumption might not be valid; or when processes take
unexpected turns.
TOOLS FOR THOUGHT

• Analysis of when and how to link ToC-learning to project management processes.

BOX 22: PLANNING IN THE FACE OF COMPLEXITY
Planning does not become obsolete in the face of complexity, but it does
require different approaches and formats. The key function of plans is not
to elaborate details of a situation expected in the future, but to provide a
basis and guide for decision-making throughout the course of the
intervention. Plans should not, therefore, lay tracks towards a desired
future that must be rigidly followed. They should, instead, be sufficiently
adaptive to incorporate new developments, challenges and opportunities.
Measures are needed to alter prevailing incentives and resource allocation.

Less time and resources should be spent on upfront planning and more
on processes to monitor and feed back learning from implementation.
Deviations from plans should not be seen necessarily as negative as they
can provide important information about the implementation reality of an
intervention. Unforeseen effects, as well as contradictions or puzzles, can
provide useful clues about relevant changes, new challenges or innovative
ways to handle a situation, which can help to improve implementation.
From: ‘A guide for planning and strategy development in the face of com-
plexity’, by Richard Hummelbrunner and Harry Jones (ODI 2013).
TASKS
1. Document how the ToC will be used – and by who – to track and analyse information in
order to learn about and improve implementation.
• Consider appropriate leadership roles, responsibilities and resources for ensuring regular
use of the ToC.
• Consider how to involve project partners and stakeholders in regular ToC reviewing and
learning processes.
• Revise the document after reviews and when situations change, for example, new
partners, participants or donors join the project.
2. Make the ToC visible in the daily life of the team and project participants.
• Create a large-scale copy of the ToC visual with key assumptions. Place it on the wall of
the team’s meeting room. Use a copy of the same visual to place in a prominent place
where partners’ and project stakeholders meet and work.
• Create a regular monthly agenda item about a relevant aspect of the ToC for discussion
at team and partners’ meetings.
• Create project milestones about reflecting on the ToC and MEL analysis. Ensure ToC-
related milestones coincide with reporting so that the two processes support each other.
3. Ensure the ToC products are up-to-date, engaging and appropriate for different uses and
users. Good quality ToC use relies on documentation being available relating to different
stages of its development and use. At the same time, documentation and ToC products
need to be accessible and efficient for regular use. It is important to ensure that ToC
products are engaging enough for project participants to avoid falling into bureaucracy.

BOX 23: PLANNING IN UNCERTAIN, COMPLEX
SITUATIONS AND PROCESSES
Projects in highly volatile contexts, such as conflict areas, are often so

uncertain and unpredictable that planning for a longer period is not useful.
They have a short ‘planning horizon’. Thinking about the project’s ToC of
how change might happen is still important, but will likely focus more on
identifying opportunities and positive change agents than on mapping
out specific pathways. Using scenario planning is also an option. The ToC
process will be one of continuous monitoring and analysis of the situation
and adaptation of strategies, using small windows of opportunities that
might open and grow.
One strategy is seeding many small projects, using multiple strategies and
piloting in a safe-to-fail mode, and see what emerges over time in the
context as stable and effective enough to develop further and expand.
Figure 11 illustrates how this iterative strategy could be developed into a

whole programme approach over the time-frame of a programme. This
would rely on the adaptive and iterative use of the ToC as outlined.
The same approach is appropriate for social innovation experiments.

However, making the assumptions explicit that are underlying small
initiatives and experiments, about why we choose to do them and how
we think they might work out, remains relevant in all cases!
Developmental Developmental Figure 11:

re-evaluation - and formative Planning in
pilots and re-evaluation - volatile situations
contextual changes context and pilots
STRATEGIES
PLANNING PLANNING PLANNING
AND TACTICS
HORIZON 1 HORIZON 2 HORIZON 3
Macro
Investment in Depends on
‘amplification’ evolution and
of success emergence in
Best bets context: maybe can
(but some move to a more
might fail) stable, conventional
Best bets programming
Meso approach
Programme
ultimate aim
Multiple Piloting in Piloting in Depends on
strategies, ‘safe to fail’ ‘safe to fail’ evolution and
multiple tactics mode mode emergence in
context: if need to
Micro remain in piloting
and ‘best bets’ mode
5 years 8 years? TIME
PHASE 1: PHASE 2: PHASE 3:

Piloting and Best bets and Scaling, best bets
scoping piloting and piloting
Vogel, 2013

6 TOC AS A PRODUCT
The ToC product is the outcome of a ToC process and represents the theory of change of an
organisation or a project. There is no fixed format; the ToC product can be presented in many
forms. Often, it is best captured in a combination of a narrative and one or more diagrams or
visualisations of the envisaged change process. A ToC is never a simple story. Text alone can
become dense and jargon-filled and does not speak to the imagination. But pictures alone
cannot tell the whole story. Visualisations should support the narrative, and vice versa.
Keep in mind that a theory of change, or a theory of action, should be ‘a living product’! A ToC
is a reflection of the thinking of a specific group of people, at a specific point in time. It remains
relevant for a limited period of time and needs regular reflection, review and adaptation to
keep its utility.
TOC NARRATIVE
The content, length and level of detail of a ToC narrative is linked to its nature and purpose,
e.g. a funding proposal, a strategic plan, policy paper, internal or external communication.
The presentation varies with different audiences or users and, in the case of a funding
proposal, a format may be provided by the donor.
The narrative needs to cover:

• The stakeholder groups involved in the ToC development process;
• The desired change;
• Current situation, describing key actors and factors influencing the envisaged process,
including power and gender dynamics;
• Objectives and contribution of the project to the desired change (specify time frame);
• Main strategic choices and rationale;
• Critical assumptions underlying strategic choices and change pathways (cause-effect
relations)
• Explanation of the diagram or visualisation (if any);
• Monitoring, evaluation and learning process;
• Description of the use of the ToC during implementation.
Depending on the purpose and use of the ToC product, other components could be:
• Risk analysis and mitigation measures related to the critical assumptions;
• Logframe (if required);
• Learning or Research agenda.
VISUALISATION OF THE TOC PRODUCT

An important function of visualising the ToC product is communicating the ToC to people who
were not involved in the process of developing it. This means that it must be understandable
and attractive: what message do you wish to convey, which story do you want to tell? Think
about the purpose of your visualisation, and who will view or use it. Use more than one
visualisation if that helps to convey different aspects of the ToC. Thinking about a good way to
visualise the ToC can clarify your thinking further. It forces you to think about what questions
outsiders might have and to structure the visualisation so that it focuses on what needs attention.
The ToC visualisation (see also 3.3) can take whatever form works for the participants in the
process. It often presents the envisaged change process as a system map picturing the key
actors and factors and how they relate and influence the change process; as a set of pathways

of change towards the desired change; or as a visualisation of vision, principles and key
strategies. (See the examples in this chapter. They are not fully readable but their purpose
here is to show different visual ways of presenting a ToC.)
However, in practice, the ToC visualisation often presents a diagram or flow-chart of the
pathways of change, in a linear way. The result is a logic model that does not explain key
elements. This carries the risk of losing – or at least not using – the diverse and rich information
the ToC process provided and of pushing us back into linear thinking.
Visualisation has its limits. In practice, it is impossible to integrate all key elements of the ToC
analysis or product into one visualisation. Sketches and symbols can be interpreted differently,
making it hard for outsiders to understand the image. Visualising the ‘why’ and the ‘how’ of
the ToC is difficult. Therefore, visualisations always need to be accompanied by narratives.
EXAMPLES OF VISUALISATION OF A TOC PRODUCT
Twaweza
Theory of Change
and contribute to:
KNOWLEDGE
OUTCOMES
CHILDREN RESPONSIVE
LEARNING AUTHORITIES
ACTIVE
Learning,
CITIZENS
PUBLIC
AGENCY
so as to influence:
INTERMEDIATE OUTCOMES
Monitoring,
ACTIONS,
PERCEPTIONS BEHAVIOR, AND
AND POLICIES, NORMS
AWARENESS KNOWLEDGE PLANS, AND
AND BUDGETS
PUBLIC DEBATE
&
Evaluation
we collect, curate, transport, engage:

OUTPUTS
EVIDENCE IDEAS STORIES
BASIC LEARNING OPEN GOVERNMENT

Training Research Research Research Research Public
Campaigns Lobby & Advocacy Training Impact Projects Information Campaigns
Networking PR Round Tables Lobby Cooperati-
Funding Advice Dialogue on
Jurisprudence, CSR & sustai- Higher stan-

enforcement of le- nability as a dards & impro-
gislation & impro- Business Case ved quaility
vement of laws control More
Awareness &
Capacity supply
Building
More
demand
Fruits - Vegetables
Flowers - Seeds - Nuts
FRONT
runners
Small
holders
Decent Work
for Women
1. Fair Income: 6. Participation

Living Wage in decision
making
2. Security in 5. Freedom to
the workplace organize
3. Social 4. Compliance with
Protection international
Health and sa-
fety standards

Reproduced with kind permission from ‘Why Advocacy Matters’ by George Ayala:
http://www.msmgf.org/files/msmgf/documents/WhyAdvocacyMatters.pdf

7 QUALITY AUDIT OF A TOC
PROCESS AND PRODUCT
PURPOSE OF A QUALITY AUDIT

A quality audit of an existing ToC involves a diagnosis of its quality according to the five
principles as described in 4.1 ‘Principles for ToC practice’. A quality audit includes quality of
content as well as process. The output of an audit will be a list of aspects that need to be
improved, preferably with some indication about why and what kind of change might be
needed. For example, an audit might show that the gender analysis is weak because it only
looks at women in terms of practical interests and not of their strategic gender interests. So
this already highlights what needs to be looked at specifically – strategic gender interests –
when the ToC is actually improved.
Such an audit is useful in two situations.
In the first situation, a draft ToC is submitted by a partner organisation to Hivos for funding
or Hivos is submitting it to another agency for funding. In either case, the ToC needs to be
assessed before approval or submission. The submitting organisation or Hivos unit will then
need to improve those parts found to be of limited quality. The main question to be answered
by the audit in Situation 1 is ‘Are the quality standards sufficiently covered, clear and
underpinned with robust analysis?’
In the second situation, those involved in an ongoing intervention stop and review the quality
of their ToC. A programme or project needs revising after a couple of years of initial
implementation, when a new phase is anticipated or when there are strategic doubts or
operational problems. If you use the ToC well, some of these problems would be dealt with

during implementation. Regular review and the MEL process should lead to ongoing
improvements. But a structured, in-depth review may surface and address the more
fundamental questions. In this second situation, if undertaken by the implementing staff, then
the quality audit can lead to an improved ToC. The main question to be answered by the audit
in Situation 2 is ‘What has changed, what have we learned and what other new information do
we have that requires us to rethink the ToC, its relevance and strategic choices?’
WHO IS INVOLVED IN A QUALITY AUDIT?

To assess the quality of a ToC you need to have the information, expertise and legitimacy to
do so. Assessing does not mean that you will also be able to do the improving. Those who
assess and those who improve are not always the same people.
In Situation 1, Hivos staff will assess a proposal by partners or assess the ToC generated by
other Hivos staff. The main question guiding this use of the audit is ‘Is this ToC clear and does
it meet the five quality standards?’ Those who developed the draft ToC will be doing the
improving. For example, Tender Support staff members will actively use the audit before
Hivos submits a funding proposal to a donor. They can check the overall logic of the ToC
through the eyes of an external reader, and to what extent assumptions are explicit and
gender and power analysis have informed the proposal. They have less expertise and
legitimacy to assess content, as they will rarely know the context in much detail. In theory,
they could assess quality of the ToC development process, but as proposals follow donor
formats, this will rarely be fully described.
An audit aims to improve quality of thinking, and not to critique people for sloppy thinking.
Feedback is most constructive and likely to be taken seriously when it is offered as suggestions
or questions about the existing ToC. A suggestion such as ‘Please check if you have used the
most recent national statistics on household poverty’ can be more effective than the
comment ‘Wrong data on household poverty!’.
In Situation 2, the owners of the ToC will undertake the audit – you are reviewing your own
ToC. The implementing team can invite partners and seek external support or additional
input. The main question guiding this use of the audit is ‘Is our analysis still correct?’. In order
to judge this, the team needs to be self-critical and therefore can benefit from having
constructive outsiders involved to push their thinking further. The focus will be mainly on the
content. But it can also include reviewing the quality of participation (has the ToC benefited
from sufficient relevant input?) and the quality of use (is it being used optimally?).

FOCUS AND OUTCOMES OF A QUALITY AUDIT
A ToC quality audit is nothing more – or less – than assessing the existing theory of change,
both the narrative and its visual representation, in terms of how well it upholds the five
principles of good quality ToC practice. The five quality principles described in Chapter 4 will
structure the audit process and can be linked to the steps described in Chapter 5.
The outcome of the quality audit will depend on the initial reason for undertaking the audit. It
can be focused or encompass all principles and steps.
Option 1. Focused audit. You might know where the problem lies – for example, collaboration
with a specific actor does not work out as expected or you know that there was limited
gender analysis informing the ToC. You can structure a quality audit by working through one
or several steps discussed in Chapter 5 that pertain to that problem. If you need a more
gender-informed perspective, several steps would need to be revised but only focusing on
that dimension. This would be a focused use of an audit and would lead to suggestions about
where improvements are needed.
Option 2. Full audit. A full audit is more appropriate when the initiative has not been reviewed
for a long time, or when it concerns a proposal being submitted for funding. In this case, all
principles and all steps are looked at and suggestions for improvement can relate to any
aspect of the ToC process or content.
Whether comprehensive or focused, undertaking a quality audit should enable you to

identify inconsistencies, gaps and weaknesses in order to sharpen the strategies, make
implicit assumptions explicit, and improve the overall quality of thinking that guides
operational decisions. If undertaken with a group of stakeholders, an audit will involve
discussing the context and updating yourselves on critical changes, as well as sharing
experiences of what has worked well and not so well (yet).
This reflection can then feed into the actual revisions about how the ToC needs to be
improved: additions, changes, and deletions. In Situation 1, the areas for improvement are fed
back to the team that developed the proposal. In Situation 2, the improvements can flow
immediately from the diagnosis.
A ToC Quality audit requires asking the questions outlined in Steps 2 to 7 differently and
asking a few other questions. Table 5 sets out the core questions for a quality audit and is
followed by more specific questions for each of the five principles for two situations: (1) when
assessing the quality of a draft proposal, including the underlying ToC; and (2) when reviewing
an existing project, including the underlying ToC.

TABLE 5: FOCUS QUESTIONS FOR A TOC QUALITY AUDIT
QUALITY PRINCIPLE CORE QUESTION FOR CORE QUESTION FOR

SITUATION 1: SITUATION 2:
DRAFT TOC TOC-IN-USE
Comprehensive analysis Is the focus and strategy Is the focus and strategy
of context, actors, and described in the ToC narrative described in the ToC narrative
strategic options (and visual) based on up-to- (and visual) still up-to-date and
date and comprehensive comprehensive?
information about the context
and stakeholders?
Clear power and gender Does an explicit power and Is the power and gender
analysis about ‘how gender perspective inform the perspective in the vision,
change happens’ and vision, objectives, strategic objectives, strategic options,
the forces at play that options, values and values and assumptions in the
help/hinder assumptions in the ToC ToC narrative (and visual) still
narrative (and visual)? relevant and sufficiently
detailed to guide
implementation?
Explicit underlying Does the ToC narrative (and Do we need to revise the key
assumptions and values visual) specify useful and critical assumptions on which our work
underlying assumptions, and is based, and do we clearly
are the values that inform the uphold the values that inform
choices in the ToC explicit? our strategic choices in the ToC?
Active participation of Does the ToC narrative make Were the key relevant people
relevant groups of clear that relevant people were involved meaningfully in
people in ToC meaningfully involved in informing the vision, strategies
development informing the vision, strategies and context analysis? Who
and context analysis of the might need to be involved to
ToC? update it?
Active and regular use Does the ToC make clear how Has the ToC been used to guide
by relevant people to the ToC will be used and who implementation? If not, why not
guide implementation will use it to guide and what needs to change to
and MEL processes. implementation, whether make this possible?
management and/or MEL staff?
PRINCIPLE 1. IS ANALYSIS COMPREHENSIVE ENOUGH IN TERMS OF

CONTEXT, ACTORS, AND STRATEGIC OPTIONS?
This principle requires looking at the same kinds of issues as discussed in Steps 2, 3, 4, 5 and 6.
However, rather than asking, for example, ‘What is the desired change?’ the question
becomes ‘Is the desired change described clearly and representing the vision for change?’. In
Situation 1, the assessment will be about whether it is clear and comprehensive. In Situation
2, the audit process will check whether the desired change is up-to-date and still relevant.
In Table 6, for each step the original focus and core question is followed by questions for the
purpose of a quality audit.

TABLE 6. QUESTIONS TO GUIDE QUALITY AUDIT OF PRINCIPLE 1
STEP AND SITUATION 1. ASSESSING A SITUATION 2. REVIEWING A

FOCUS DRAFT TOC UNDERPINNING TOC-IN-USE
A PROPOSAL
Step 2. • Is the desired of change • Is the desired of change

Desired change. statement clear and detailed statement still genuinely
What is the desired enough? representing the vision?
change, why and • Is the relevance of the desired • Is the desired change still
for whom? change for the people whose relevant for the people whose
lives are meant to improve lives are meant to improve?
supported by evidence? • Are the people whose lives are
• Are the people whose lives are meant to improve still a critical
meant to improve described group to benefit and are they
clearly and specified for gender? clearly specified, including for
gender?
Step 3. • Is there clear evidence of a • What might have changed in the
Analyse current rigorous analysis of social, context or with any of the
situation. What is political, economic, cultural, stakeholders’ interests or
the current ecological, and geographical capacities that requires adapting
situation in relation factors in terms of how they the ToC narrative and visual?
to the issue(s) we influence the issue that the Consider social, political,
wish to change? desired change seeks to address? economic, cultural, ecological,
• Is there a thorough discussion of and geographical factors.
the roles and interests of the key • Are there any new opportunities
actors, going beyond the usual for change or are initial
suspects, and how they opportunities no longer an
influence or could contribute to option?
or hold back the desired change?
Step 4. • Does the ToC narrative reflect a • What might have changed in the
Identify domains of solid consideration of the range context or with any of the
change. Who and of different aspects that need to stakeholders that requires
what needs to change in order to make the rethinking:
change, where and desired change possible: o t he domains of change and
in which way, for relationships, capabilities, values, ow ho needs to do what
the desired change attitudes, behaviours, formal and differently to make the desired
to become informal institutions? change possible?
possible? Who • Is there a clear and well-argued
needs to do what identification of key domains of
differently? change?
Step 5. • Is the analysis underpinning the • What do our experiences to date
Identify strategic selection of the strategic tell us about the need for
priorities. What priorities clear and convincing? adjustment of strategic priorities
changes can Hivos • Is the selection of strategic and of the strategies themselves?
best influence, why priorities realistic in view of the
and how, in the identified time frame?
next 3 - 5 years?

TABLE 6. QUESTIONS TO GUIDE QUALITY AUDIT OF PRINCIPLE 1
STEP AND SITUATION 1. ASSESSING A SITUATION 2. REVIEWING A

FOCUS DRAFT TOC UNDERPINNING TOC-IN-USE
A PROPOSAL
Step 6. • Is there a clear and sufficiently Think about what has been
Mapping Change detailed set of change pathways working well and not so well (yet).
Pathways. How do that logically link the desired • Where do we need to adjust the
we think the change via strategic priorities to change pathways to better
change process the specific actions that Hivos reflect how we now understand
may look? What will support? change to actually happen?
needs to happen • Are actors named clearly and • Where can we see something
before the next their expected behaviour change missing, something that needs
positive step in the made explicit at different levels adjusting or something that
process can take of the change pathways? seems unnecessary or no longer
place? • Are possible unintended results relevant?
considered sufficiently in the
causal pathways?
Step 7. • Is it clear what information is Are we obtaining, analysing and

Define MEL considered critical to keep on using the information that we
priorities and track and learn from considered critical as planned? If
process. What implementation? not, what is going wrong and
information do we • Is it clear how the information where are the main opportunities
need to track and will be used and by who in order for improving the MEL process?
analyse progress, to improve implementation as
and to learn about well as the ToC, and to show
assumptions for progress?
improvement
PRINCIPLE 2. ARE POWER AND GENDER CONSIDERATIONS EXPLICIT IN

THE ANALYSIS?
Checking whether this principle has been considered sufficiently means looking at whether
power and gender perspectives have clearly and thoroughly informed the analysis of context,
stakeholders, values and strategies. If the ToC is weak in its reference to power or gender
inequalities and strategies for redressing them, then suggestions are needed on how to
strengthen a ToC using power and gender perspectives.
When assessing a draft ToC, the main questions about inclusion of a power perspective are:
a. Is the desired change and context/problem analysis based on an explicit and convincing
understanding of underlying power inequalities?
b. Are the chosen strategies explicit about which power inequalities are to be shifted, and
why? Then it should be possible to assess whether it is within the scope of Hivos’ or the
partner’s mission.
c. Is the analysis justifying the choice of strategies sufficiently convincing that they are
realistic about how power inequalities are to be shifted?
Similarly, the main questions about inclusion of a gender perspective are:

a. Is the desired change and context/problem analysis based on an explicit and convincing
understanding of underlying gender dynamics and inequalities?
b. Are the chosen strategies explicit about which aspects of gender inequalities are to be
shifted, and why? Then it should be possible to assess whether it is within the scope of
Hivos’ or the partner’s mission.

c. Is the analysis justifying the choice of strategies sufficiently convincing that they are
realistic about how gender inequalities are to be shifted? Is it clear how they will benefit the
groups living with these inequalities in ways that are relevant and significant for them?
d. Are the people directly and indirectly targeted by the initiative specified in terms of gender?
When reviewing a ToC-in-use, reflect on the lessons from implementation to date in

answering the questions about the quality of the power and gender perspective and in
deciding which parts of the ToC require adjustment.
The main questions about inclusion of a power perspective are:
a) Is the desired change and context/problem analysis still accurate in its understanding of
underlying power inequalities?
b) Are the chosen strategies still relevant and politically well-informed about which power
inequalities are to be shifted, and why?
c) Are the chosen strategies still relevant and realistic about how power inequalities are to be
shifted?
Similarly, the main questions about inclusion of a gender perspective are:

a) Is the desired change and context/problem analysis still accurate in its understanding of
underlying gender dynamics and inequalities?
b) Are the chosen strategies still relevant and politically well-informed about which aspects
of gender inequalities are to be shifted, and why?
c) Are the chosen strategies still relevant and realistic about how gender inequalities are to be
shifted? Is it clear how they will benefit the groups living with these inequalities in ways that
are relevant and significant for them?
PRINCIPLE 3. ARE THE ASSUMPTIONS COMPREHENSIVE AND CLEARLY

FORMULATED?
A ToC is based on a series of assumptions underlying our thinking about change. These
assumptions must be made explicit in order to validate them, and for us to learn and adjust
our practice accordingly. Therefore, assumptions should be explicit and reflect thoughtful
consideration. The ToC narrative should include assumptions about the context and actors/
factors influencing the situation to be changed, the pathways of change, the context and
implementation aspects. See section 3.2 for more ideas about the kinds of questions to ask.
Each step in Chapter 5 also includes assumptions that matter.
When assessing a draft ToC, the main question is:

• Does the ToC narrative (and visual) clearly include a thoughtful and comprehensive
specification of the key assumptions?
When reviewing a ToC-in-use, the main question is:

• What have we learned about the work that means some assumptions might need to be
added, changed or simply dropped?
PRINCIPLE 4. HAS THE TOC BEEN DEVELOPED WITH ENOUGH OF THE

RIGHT PEOPLE?
This principle is about ensuring that the vision is not just developed by a few people behind
their desks but has been informed with involvement of the people who are supposed to
benefit and those who are supposed to help implement the initiative.

When assessing a draft ToC, the main questions are:
• Does the ToC narrative make clear who was involved in which way to inform the document?
• Is the choice of people sufficiently justified in terms of stake, expertise and generating
ownership of the proposal – and were they involved meaningfully?
When reviewing a ToC-in-use, the main question is:

• Whose opinions and experiences are informing or should be influencing the revision of
the ToC – the desired change, strategic priorities, causal pathway, gender and power
analyses? Are they being included in the process? If they are different from the people
involved in the initial phase, why is that the case?
PRINCIPLE 5. IS THE TOC BEING USED ACTIVELY BY THE RELEVANT

PEOPLE TO GUIDE IMPLEMENTATION AND MEL PROCESSES?
This last principle is included to ensure that a ToC is a living product and guides the work, and
is adapted and updated during implementation.
When assessing a draft ToC, the main question is:

• Does the ToC narrative make clear how it will be used and by who to track and analyse
information in order to learn about and improve implementation?
When reviewing a ToC-in-use, the main questions are:

• Is there clear evidence that we are using the ToC to reflect, learn and improve our work? If
not, why not? How are we going to improve that in the next phase?
• Thinking about what we have learned about what works well and not so well (yet), what
information do we need to track and analyse about the ToC now in order to keep learning
and improving? What does that mean for the adaptation of the MEL priorities and processes?
KNOWING WHEN A TOC IS ‘GOOD ENOUGH’

A tricky aspect of undertaking a quality audit is knowing when ‘good enough’ analysis has
been undertaken. One person might feel that power has received enough attention, while
another is sure that this requires another round of evidence and discussion. Accepting when
to stop will also depend on the time, money and capacities that are available for the ToC
audit. Thus, what might not be perfect might be all that is feasible in the situation in which
you, your colleagues or the partner organisations are working.
Table 7 shows what the difference between a weak and a robust ToC would look like in the
form of a ‘rubrics’. Using rubrics allows you to make judgements about quality that are explicit
and transparent for everyone involved. Rubrics always include the aspects of performance
on which you are focusing (what you are assessing). A rubrics shows which performance
levels exist and what each level looks like in practice.
Examining ToC quality, the aspects of performance are the five quality criteria and fulfilling
these will lead to ToCs that are ‘weak’, ‘have potential’, are ‘reasonable’ or are ‘robust’.
Using these rubrics, either as a quick scan or for a more in-depth assessment using the
questions in this chapter, can show that specific aspects of a ToC are weak. For example, the
analysis might be comprehensive with solid power and gender lenses used leading to a
‘robust’ verdict, but the assumptions are nowhere to be found or are superficial and few,
which leads to a ‘weak’ grading. This assessment then gives the people involved very clear
feedback about what it is they can usefully focus on.

TABLE 7: TOC QUALITY AUDIT RUBRICS
PRINCIPLES WEAK HAS REASONABLE ROBUST

POTENTIAL
Comprehensive Superficial, Some new Critical thought Critical, clear,

analysis uncritical, thinking, with on most areas, focused,
business big gaps in unclear in considers wide
as usual critical thinking some areas, range of
mainly based perspectives,
on known information
strategies and strategies
Power and No thought on Weak and/or Power and Power and

gender aware power or partial power or gender lens gender lenses
gender gender analysis used but some clearly inform
dynamics areas or impli- analysis and
cations still strategies
underdevel-
oped
Articulated None except Some but not Fairly complete Clear,

assumptions most basic/ systematic, but not all well comprehensive,
obvious clear or critical formulated critical ones
identified
Participation Very few Intentional Clear process Clear process

people inclusion of for diverse implemented
involved ad hoc some players in input planned with critical
in formulation formulation or with wide input from
or review review participation in diverse relevant
some aspects players
but not fully
realised
Active use Collecting dust Used Some proactive Frequent use

infrequently, use but not and updating
on request updated

PART C
RESOURCES
AND TOOLS
8 KEY TOOLS, RESOURCES
AND MATERIALS
8.1 TOOLS REFERRED TO IN THESE GUIDELINES
RICH PICTURE
Rich Pictures are recommended in Step 2 ‘Describe the desired change’ and in Step 3
‘Describe the current situation’. Detailed instructions are provided in Step 3 and can be found
at http://www.managingforimpact.org/tool/rich-picture-0.
Developing a Rich Picture together is a way to learn about complex or ill-defined problems
by drawing detailed (‘rich’) representations of them. Rich pictures usually consist of symbols,
sketches or doodles and can contain as much pictorial information as is deemed necessary.
The main value of this technique is the way it induces the creator(s) to think deeply about the
problem by opening discussion, including different perspectives, with one image triggering
ideas about what else is needed. The finished picture may also be of value to other stakeholders
not involved in generating it, since it captures many different facets of the situation and can
provide a focus for taking the discussion on driving factors and actors further.
Rich Pictures are a part of the understanding process, not just a way of recording what you
know of a given situation or creating a work of art. A Rich Picture includes both tangible
aspects of a given situation as well as underlying forces and processes. If done well, a Rich
Picture does not privilege, predetermine, or presume a particular point of view.
Rich Pictures are different from Mind maps. A Mind map5 tends to be text-based and more
structured. The two tools serve different purposes.
AN ALTERNATIVE USE OF THE RICH PICTURE TECHNIQUE

An alternative use of the Rich Picture is to combine Steps 2 and 3 by drawing one picture that
represents both the current situation and the desired change, a “Before and After”. This kind of
Rich Picture emerges as a result of visualising the present and, after analysing current reality,
projecting an image of the future that shows the desired changes. The picture has two parts:
a reflection of the present and a visualisation of the future after the desired change has
happened.
All the elements of context, actors, key issues, gender, power, formal and informal institutions,
relationships, behaviours, and capacities should be analysed and represented, as described
under Step 3. The Rich picture can then be used in the subsequent steps to explore what is
needed for the current situation to evolve towards the desired situation.
5
For more information: https://en.wikipedia.org/wiki/Mind_map.

FOUR DIMENSIONS OF CHANGE
The Four Dimensions of Change framework can be used in Step 2 (Desired Change), Step 3
(Current Situation), Step 5 (Strategic priorities) and Step 6 (Map Change Pathways, including
strategic options).
The Four Dimensions of Change framework allows a detailed exploration of the different
types of change needed, how they are connected or related, and the strategies that come
with them. In most change processes, change in all four dimensions is needed but often
people are familiar with one or two, or have a clear personal preference. Thinking of other
options and dimensions of change does not always come naturally. The framework helps to
open up the conversation between participants in a ToC process about their different
perspectives to change.
Figure 12:
INTERNAL EXTERNAL
Four Dimensions
INDIVIDUAL
of Change
PERSONAL TRANSFORMATION TRANSFORMING RELATIONSHIPS
• Individual (multiple) identities • Relational habits
• Personal mindsets • Behaviour
• Emotions and feelings • Our relationship with the social and
• Self political environment
TRANSFORMING COLLECTIVE TRANSFORMING STRUCTURES

COLLECTIVE
PATTERNS OF ACTION AND AND PROCEDURES

THINKING • Structural institutions of society
• Collective identity and culture (Constitutions, Laws, etc.)
• Collective behaviour and thinking • Public policies
• Shared understanding • Legal and judiciary procedures
Adapted from Wilber (1996) by Keystone (2008), Retolaza (2010, 2012)
Each dimension or quadrant refers to a specific ‘type’ of social change:

• Individual or personal transformation, or transformation of ‘self’;
• Transformation of relationships between individuals, groups of people, relationships in
society;
• Transformation of cultural patterns, norms, collective beliefs and thinking;
• Transformation of structures and institutions.
In Step 2, this tool is very effective at helping people make explicit and reflect on their personal
preferences with respect to how social change happens and the strategies we believe are
crucial. For example, some people will automatically think of changing policies and laws, while
others will always start with awareness-raising and personal change. Sharing these personal
preferences with others and exploring the underlying thinking can help to bring out personal
theories of change. It provokes discussion on the implications of addressing each dimension
but also on how they interact – simultaneously and as a sequence for a given situation.

BOX 24: HOW TO INTRODUCE THE DIMENSIONS OF
CHANGE FRAMEWORK
One way to use the Dimensions of Change is to assign each dimension to

a specific corner of the room and ask group members to stand in the
corner that relates to their preference. They are not allowed to stand in the
middle – they have to choose.
This can be done as a general, introductory exercise by asking: ‘Which

dimension of change do you feel is most important or most effective for
achieving lasting social change?’ Or it can be related to the issue at hand
by asking: ‘Which dimension comes to mind first, as being important for
this issue or problem?’
Then, the facilitator asks several people from each group to explain their
choice, starting with the smallest group. After a first round, other people
can add additional justifications for their preference, if these have not yet
been mentioned. This kind of discussion surfaces a broad range of
perspectives about change and change strategies. The facilitator can also
ask participants to add an example from their experience to illustrate their
choice.
A follow-up step can be to do a second round in which participants can

change corners if they want to and have them explain the reasons for
changing.
1. In Step 2, the framework is used to explore and specify the Desired Change further by
asking: ‘Which quadrant or combination of quadrants is particularly important for the
desired change? Why?’
2. In Step 3, the framework can be used to deepen the analysis of the Current Situation.
Questions that can be asked:
• How do the dimensions/quadrants relate to the change needed? Where is or are the
biggest bottlenecks? Why?
• For each dimension, do you think of specific stakeholders or other actors and their
behaviour or their role in the status quo - or in the envisaged change process? Why?
• In which dimension(s) is change more feasible to occur? Why?
• In which dimension(s), is change more difficult to trigger? Why?
3. In Steps 5 and 6, the outcomes of the conversation in Step 2 and/or 3 can be used to
explore the strategic priorities and options.
Questions that can be asked:
• Which dimension(s) offer the biggest opportunities for change? Why?
• Which dimension(s) offer the biggest opportunities for us to make a difference? Why?
• Is change in one or a combination of dimensions conditional for achieving our
objectives? Why? What does that mean for our strategic choices?

CELEBRATING SUCCESS
These exercises help explore and specify the Desired Change in Step 2 and come to more
clarity about what the changed situation would look like and people’s vision of success.
THE TIME MACHINE OR HELICOPTER

Imagine that you could travel forward in time and that you are flying over the area where your
initiative was focused. What can you see that is different? Would this be, for example:
• different uses of land;
• different buildings, waterways, crops, infrastructure;
• different activities and who is involved in them;
• different behaviour, from whom, and how would it show?
• different relationships
• who is walking around who wasn’t before?
• different emotional states of people in that situation?
THE PARTY
The Party version of this exercise uses the idea of a celebration onto which to project images
of changes. Take, for example, the idea of a 10th anniversary of the project or initiative, or an
award ceremony. The guiding question would be ‘Which changes are you celebrating, and
for whom?’
THE CONFERENCE
This is another way of encouraging this kind of thinking. Imagine you are at a conference
where stakeholders of the initiative are presenting successes of the work. Who would be
standing up and sharing? What specific successes would they share?

STAKEHOLDER AND ACTOR ANALYSIS
Stakeholder or actor analysis takes place in Step 3, ‘Describe the current situation’.
The terms ‘stakeholder analysis’ and ‘actor analysis’ are often used interchangeably. However,
not all actors who are important for the desired change to become possible are necessarily
stakeholders in the process, and might not consider themselves to be a stakeholder. See also
1.3 Use of this Guide.
An actor and stakeholder analysis aims to identify the role that critical actors play in causing,
maintaining or (potentially) transforming the situation that needs changing; the power and
influence they have to do so; and the interest they have in changing it.
Many tools for stakeholder and actor analysis exist:

• http://www.odi.org/publications/5257-stakeholder-analysis
• http://www.odi.org/publications/156-tools-policy-impact-handbook-researchers
(includes explanation of other relevant tools, such as Force Field Analysis)
• http://www.odi.org/publications/153-tools-knowledge-learning-guide-development-
humanitarian-organisations (includes Social Network Analysis and more)
The following easy to use matrix (see Figure 13) can help analyse the influence of actors. It
can stimulate discussion on the actual and potential role of actors in the issue at hand and in
the envisaged change process.
Figure 13:
Actor & Influence
matrix
POSITIVE INFLUENCE POSITIVE INFLUENCE

WITH SIMILAR PURPOSE, WITH DIFFERENT PURPOSE,
VALUES , AND CULTURE VALUES, AND CULTURE
WEAK INFLUENCE NOW – NEGATIVE INFLUENCE –

BUT POTENTIAL FOR FUTURE HOW TO COUNTER, MITIGATE,
COLLABORATION OR PERSUADE?

The matrix is drawn on a large flipchart, with the four quadrants indicated by a key word in the
corner (positive/same, positive/different, weak/potential, negative). Each of the quadrants is
explained so participants are clear on their meaning. In groups of 4-6, participants write as
many actors and stakeholders as they can think of on post-its and stick them in one of the
four quadrants. When they place the post-its, they discuss their role, influence and why they
feel they should be there. If there is more than one group doing the exercise, results can be
compared and integrated to one picture afterwards.
After the brainstorm, the group can discuss:

• Have we overlooked certain actors, e.g. when some quadrants are rather empty? If so, why
is that the case? Supplement (if relevant).
• What do we know about the role, interests and capacities of those actors? Should we
investigate some of them further?
• What are the relationships between the initiators and/or the people who should benefit
from the intended change process and the actors in the different quadrants?
• What assumptions are we making about the actors in the quadrants?
• If we have already identified possible strategic options (Step 5), does our analysis mean we
need to rethink them, can we make sharper choices?
In general, people tend to focus their thinking about strategies and collaboration on like-
minded actors and organisations in the upper left quadrant. Sometimes, the obvious
‘opponents’ (bottom right quadrant) are also identified. But the other two quadrants may
offer interesting options to diversify strategies.


POWER ANALYSIS
Step 3 requires an analysis of power. Power analysis is at the core of ToC thinking: if we aim to
shift power relations in a specific situation we need to know how power is distributed, which
forms of power and power dynamics are at play, and how the people we want to benefit are
embedded in and affected by them. Power and gender perspectives need to clearly and
thoroughly inform the analysis of context, stakeholders, values and strategies.
Two frameworks for power analysis that have proven to be effective tools of thought are:
• ‘Expressions of Power’ by VeneKlasen and Miller, distinguishing between: Power Over,
Power With, Power To and Power Within; and
• ‘Power Cube’, developed by IDS.
These frameworks can be used separately or in combination. ‘Expressions of Power’ (1) can
be used to identify and map the power dynamics at play in the situation. The ‘Power Cube’ (2)
can then be used to further explore the concepts and their interrelations in different spaces.
‘Making Change Happen: Power. Concepts for Revisioning Power for Justice, Equality and
Peace’ (Just Associates 2006, 2011) describes how both power analyses can be brought
together and potential strategies identified. On page 13 of that publication you find a Power
Matrix to that effect. This matrix presents how different dimensions of power interact to shape
the problem and the possibility of citizen participation and action.
Link to the document: http://www.justassociates.org/en/resources/mch3-power-concepts-
revisioning-power-justice-equality-and-peace.
1. EXPRESSIONS OF POWER 6
Power Over
The most commonly recognized form of power, power over, has many negative associations
for people, such as repression, force, coercion, discrimination, corruption, and abuse. Power
is seen as a win-lose kind of relationship.
Power With
Power with has to do with finding common ground among different interests and building
collective strength. Based on mutual support, solidarity and collaboration, power with
multiplies individual talents and knowledge. Power with can help build bridges across
different interests to transform or reduce social conflict and promote equitable relations.
Power To
Power to refers to the unique potential of every person to shape his or her life and world.
When based on mutual support, it opens up the possibilities of joint action, or power with.
Power Within
Power within has to do with a person’s sense of self-worth and self-knowledge; it includes an
ability to recognize individual differences while respecting others. Power within is the capacity
to imagine and have hope; it affirms the common human search for dignity and fulfilment.
See also: http://www.justassociates.org/en/resources/new-weave-power-people-politics-

action-guide-advocacy-and-citizen-participation.
6
From: ‘A new Weave of Power, People & Politics’ - Lisa VeneKlasen and Valerie Miller, 2002

2. THE POWER CUBE
(from www.powercube.net)
The Power Cube is a three dimensional framework for analysing the levels, spaces and forms
of power, and their inter-relationship. It helps participants to explore various aspects of power
and how they interact with each other. It visually maps actors (including those implementing
the initiative), relationships and forces. The mapping helps to consider possibilities for
movement, mobilisation and change, and therefore entry points for action.
Global
LEVELS
National
Local
Invis
ed ib
Clos ed
Hidd le
Invit / Visib en
SPA l a i med d le S
C eate
CES cr RM
FO
The FORMS dimension refers to the ways in which power manifests itself, including its visible,
hidden and invisible forms.
Visible power: observable decision-making

This level includes the visible and definable aspects of political power – the formal rules,
structures, authorities, institutions and procedures of decision-making.
Hidden power: setting the political agenda

Certain powerful people and institutions maintain their influence by controlling who sits at
the decision-making table and what gets on the agenda. These dynamics operate on many
levels to exclude and devalue the concerns and representation of less powerful groups.
Invisible power: shaping meaning and what is acceptable

Probably the most insidious of the three dimensions of power, invisible power shapes the
psychological and ideological boundaries of participation. By influencing how individuals

think about their place in the world, this level of power shapes people’s beliefs, sense of self
and acceptance of the status quo – even their own superiority or inferiority. Processes of
socialisation, culture and ideology perpetuate exclusion and inequality by defining what is
normal, acceptable and safe.
The SPACES dimension of the cube refers to the potential arenas for participation and action,
including closed, invited and claimed spaces.
Closed spaces
Closed spaces are spaces where elites such as politicians, bureaucrats, experts, bosses,
managers and leaders make decisions behind closed doors, without any pretence of
broadening the boundaries for inclusion.
Invited spaces
In many societies and governments, demands for participation have created new
opportunities for involvement and consultation, usually through ‘invitation’ from various
authorities, be they government, supra-national agencies or non-governmental
organizations. Invited spaces may be institutionalized and ongoing, such as legally
constituted participatory fora, or be one-off consultations.
Claimed spaces
While much emphasis on citizen action and participation is on how to open up closed spaces,
or to participate effectively with authorities in invited spaces, there are almost always
examples in any society of spaces for participation which relatively powerless or excluded
groups create for themselves. These spaces range from ones created by social movements
and community associations, to those simply involving natural places where people gather
to debate, discuss and resist, outside of the institutionalized policy arenas.
The LEVELS dimension of the cube refers to the differing layers of decision-making and
authority held on a vertical scale, including the local, national and global. In each situation,
there will a different set of layers or levels that are important for the power analysis.
Other resources for power analysis can be found at:

• POLITICAL ECONOMY ANALYSIS
http://www.gsdrc.org/go/topic-guides/political-economy-analysis
• Tools for Analysing Power in Multi-stakeholder Processes - A menu
http://www.mspguide.org/resource/tools-analysing-power-multi-stakeholder-
processes-menu

GENDER ANALYSIS
In all steps, gender analysis is of great importance to ensure that the initiative contributes
effectively to greater gender equality and to prevent interventions from having unintended
negative effects on the situation or position of women and girls.
In Step 3, gender analysis is essential for describing the current situation in terms of the
position of women and girls and the gender relations in the local context, and more
specifically related to the problem and envisaged change. Aspects that need considering
during Step 3 include:
• The status of women and their ability to exercise their human rights
• The gender division of labour and workload of women
• Access to and control over resources of women as compared to men (including mobility)
• Influence of women in decision-making at household, community and society levels (as
compared to men)
• Self-determination of women over their body, reproduction and sexuality
• Social beliefs and norms about gender roles, what women and men should and should not
do and be, and images of women in society
• Violence against women
• Organisational capacity of women and representation of women’s interests.
In order to analyse and monitor the gendered consequences of choices and decisions in the
design stage of a programme or project, Hivos developed a list of key gender questions to be
answered during the design and planning stage of a development intervention.
HIVOS GENDER QUESTIONS
1. Problem analysis and mapping of the underlying Theory of Change

• How is the desired change formulated? How do women benefit from this change and is it
significant for them?
• What does the outcome of the social, political, cultural and environmental context analysis
mean in terms of what is needed to make this change beneficial to women?
• Is the contextual and stakeholder/actor analysis explicit about gender specific factors,
actors and values?
• Are the assumptions about the causal relationships between actions and intended
outcomes valid for women?
• Do the domains of change, strategic choices and intermediate outcomes constituting the
pathway of change address the specific needs and interests of women, taking into account
the gender division of access to and control over resources, workload, decision-making,
notions of what women should or should not do and be?
• In view of the outcomes of the ToC analysis: are specific strategies needed to make the
aspired change beneficial for women?
2. Objective
• What is the objective of the intervention?
• Is the objective as relevant for women as it is for men?
• If not, how can it be made of relevance for women, in view of Hivos’ aim to contribute to
greater equality outcomes between women and men? Reformulate the objective.

3. Target group and end beneficiaries
• Who is being targeted by the proposed intervention?
• Are the targeted group, participants, and end beneficiaries, defined explicitly in terms of
gender?
4. Needs
• Are the needs of both women and men addressed through the proposed intervention?
• What specific women’s needs are addressed? Are these made explicit?
5. Assumptions
• What assumptions are being made by the intervention about gender roles, and the gender
division of access to and control over resources, workload and decision-making?
• What evidence is available that these assumptions are well informed?
• Are assumptions made gender-specific for women and men?
Examples of assumptions that require further evidence

• Household access to biogas contributes to a reduction of women’s
workload
• Improved rule of law guarantees improvement of the rights and
position of women
• Greater access to information contributes to women being better-
informed and increased women’s participation in decision-making
6. Resources
• What resources are being made available through this intervention?
• (To what extent) Are women likely to have access to these resources, are women likely to
manage them, and are women likely to control them?
• What specific programme strategies are included to enhance women’s access to and
decision-making power over resources?
7. Outcomes and benefits

• What are the outcomes - bearing in mind unintended outcomes - in the sense of benefits
of this intervention?
• (To what extent) Are women likely to have access to, likely to manage and likely to control
these benefits?
• What are the possible barriers for women - which specific categories of women - to
participate and benefit from the intervention and are these barriers being addressed?
• What specific programme strategies are included to overcome barriers preventing women
from benefitting from the intervention?
• What human and financial resources are needed?
• Are outcomes defined in gender-specific terms, with relevant gender-specific indicators?
Examples of unintended outcomes

Unintended adverse effects for women and girls are extra workloads,
withdrawal of contribution by men, unsafe and unhealthy work and travel
conditions, increased school drop-out rate for girls, violence, corrective
rape, etc.

8. Strategic gender interests
• Does this intervention address women’s strategic gender interests?
• What is the intervention’s explicit potential to address women’s strategic gender needs?
Strategic gender interests

Addressing strategic gender interests requires structural changes in order
to achieve gender equality in society and to increase women’s
participation – in personal life, in the household and in society at large.
Structural changes include: changes in access to and control over
resources; institutional changes such as laws; policies and resource
allocation; changes in socio-cultural norms; beliefs and practices;
changes in internalised attitudes; values and practices.
Structural changes and strategic interests require medium to long-term
change processes and are about changes at the levels of outcomes and
impact
LINKS TO GENDER RESOURCES

• BRIDGE (Gender and development research and information service based in the Gender
and Sexuality Cluster at the Institute of Development Studies (IDS):
http://www.bridge.ids.ac.uk
• Gender at Work: http://www.genderatwork.org/
FRAMINGS
Framings can be used in Step 3 and 4, but are also a useful tool in other steps.
A ‘framing’ is a lens or a perspective through which you (or others) view the situation or an
intervention. Using different framings can help expand fixed mind-sets. There is no right or
wrong about perspectives, they are equally valid. However, if too rigid, then the options for
change and strategic prioritisation can be limited to what people know and which might not
be the best options.
An example of different framings7:

Depending on who you are, a Rolling Stones concert can be seen as:
• a fun evening out
• an income generation activity
• a form of cultural expression
• a marketing product
• nostalgia.
7
From: ‘Wicked Solutions’ - Bob Williams & Sjon van ’t Hof, 2014.

Framings can be used in Step 3 (Current situation), but also in the other steps where it might
help to take a different perspective to the topic you are discussing. How would someone
look at this situation that is in a different position and has a different perspective on the desired
change, on the relationships between actors, on the strategic options, on how change will
become visible, or on the timeframe of the change process?
Ask yourselves:
• What framings might help in describing the current situation?
• What are the perspectives of different groups of stakeholders: how do they view the
situation, and what do they think is needed and how it can be achieved?
The picture below illustrates how a pig might be viewed differently. How do the philosopher,
the Muslim, the little girl, the butcher, the artist, the wolf, the farmer, and the veterinary view
what a pig is and what it means to them? Consider the different ways in which they would
answer the question ‘what is the pig’?

BEHAVIOUR CHANGE
Development is essentially about behaviour change, so this needs ongoing attention in all
the steps of a ToC process.
In our thinking about change, we make many assumptions about how and why people
change their behaviour. We do so especially in relation to commonly-used strategies such as
capacity development, awareness-raising, and lobby and advocacy.
Many interventions are based on the basic ToC that if people are aware of a problem, have the
necessary information, knowledge and skills (capacities) and are convinced they should do
things differently (motivation), they will act accordingly and change their behaviour. Many
strategies only focus on one of these aspects, such as capacities, and therefore may be
ineffective. Furthermore, while it may work like that for some people in some situations,
others may come to behaviour change differently.
Figure 14 and 15 illustrate the range of factors that may influence changes in behaviour.
Usually, more than one factor needs to be triggered. In particular one factor is often forgotten
in strategising for behaviour change: people need to have the opportunity to demonstrate
changed behaviour.
Opportunity refers to the conditions and (dis)incentives in the context of people that help or
hinder them to change their behaviour, for example:
• obligations or sanctions, formally and informally
• social norms and values, written and unwritten rules, social acceptance
• habits
• practical blockages
• acknowledgement and appreciation by (in)formal power holders vs. their appreciation and
rewards for other aspects of behaviour
• competing priorities
• fear, bad previous experiences.
Figure 14
Opportunity
Knowledge
Awareness
• Awareness
Attitude
• Knowledge
• Attitude
Opportunity
Opportunity
Skills
Skills
Motivation • Motivation
• Skills
• Opportunity
Skills
Skills
Opportunity Hivos | 2014

In all steps of the ToC process we need to ask ourselves questions such as:
• Which assumptions are we making about why people behave as they do?
• If we explore and choose strategies, why do we think people will change their behaviour as
a response to the intervention? Are all the necessary conditions in place that will help or
push them in the desired direction – and are they sufficient? If not, can we change or
influence the conditions and incentives that are not favourable for behaviour change?
• If we propose to work on capacity development, are we sure that people are actually
lacking information and capacities? Or are other reasons causing them to act as they do?
WHAT FACTORS INFLUENCE BEHAVIOUR? Figure 15
Includes
Physical Psychological knowledge
& skills
CAPABILITIES
Reflective
processes
MOTIVATION BEHAVIOUR
Automatic
processes
OPPORTUNITY
Michie et al. 2011, Physical Social

Implementation Science 6:42
Links to resources about behaviour change
• Resistance to Change?
https://www.youtube.com/watch?v=hcz1aZ60k7w
• http://www.ucl.ac.uk/behaviour-change/resources
• World Development Report 2015: Mind, Society and Behavior
http://www.worldbank.org/en/publication/wdr2015

RITUAL DISSENT
The main output of Step 5 is an agreement about strategic priorities. This requires first
scanning options and then identifying which are likely to be both feasible and effective.
Ritual Dissent is a method designed to test and improve proposals or ideas by subjecting
them to a ritualised form of dissent or assent. It is a forced listening technique, not a dialogue
or discourse, which requires people to be very specific in their feedback to other people’s
ideas. It is used in Step 5 to support the development of robust strategic options.
Ritual Dissent is meant to simulate the process of delivering new ideas to management or
decision-makers, and to open up new thinking to necessary criticism and iterations. The
process is meant to enforce listening, without disruption. The scenario replicates real-life
proposal making especially with regards to new and non-conventional ideas – as more
experimental approaches are commonly met with the most challenges from management.
In outline, a group works on generating key ideas that are put to the test by sharing with
others. A spokesperson presents the ideas from the group to another group who receives
them in silence. The spokesperson then turns her/his chair, and listens in silence with her/his
back to the group while the group either challenges the ideas presented (dissent) or provides
alternative proposals (assent). The ritual of not facing the group giving feedback de-
personalises the process. The group setting, with all groups experiencing the same kind of
feedback, means that the attack or alternative are not personal but supportive. Listening in
silence without eye contact increases the quality of listening.
Overall plans that emerge from the process are more resilient than from consensus-based
discussion.
The technique is normally used in a workshop with a minimum of three groups with at least
three participants in each. Ideally, the number of participants should be higher, but no higher
than a dozen. The greater the number of groups, the more variety and iterations are possible.
Each group should be seated at a round table (or a circle of chairs), and the tables should be
distributed in the work area to allow plenty of space between them. If the tables are very close
then there will be too much noise, which will restrict the ability of the spokesperson to listen
to the dissent/assent. The tables should be set up in such a way that it is easy to give an
instruction to move to the next table in a clockwise or anti-clockwise fashion.
You may organise the subgroups to maximise diversity of response or have like-minded
people sitting together. The first provides variety of criticism; the second can produce the
greatest shock where entrenched thinking is at least a part of the problem.

Procedure:
1. All groups work on their proposed strategic priorities and options to address them.
2. Each group is asked to select a spokesperson after they have been working for some time.
It is necessary for the spokesperson to have ‘a resilient and robust personality and not bear
a grudge’.
3. Explain exactly what is going to happen to the spokespersons. Advise the spokespersons
that they will have three minutes to present the idea(s) of their subgroup to another
subgroup. A time limit is set for the spokesperson to be ready to present (minimum 5
minutes).
4. At the deadline, ask the spokesperson from each group to stand up and to move to the
next table in a clockwise direction and take the vacant seat, but to wait for your instruction
before saying or doing anything.
5. Announce the instructions as follows. The spokesperson will present the ideas of their
subgroup for 3 minutes facing the group. During the presentation time, the spokesperson
presents to silence: the group may not comment or interact with the spokesperson in any
way.
6. At 3 minutes a time check will be announced by the facilitator. At this point the
spokesperson is asked to stop and to turn around to have their back to the group, finished
or not.
7. When the spokesperson is facing away from them, the group attacks the ideas with full
and complete vigour (dissent) or else come up with a better idea (assent). The idea here is
not to be fair, reasonable or supportive, but to attack, or else to provide a better alternative.
The spokesperson takes notes on what s/he hears.
8. After 15 minutes the facilitator indicates the end of this round. The spokesperson must not
talk with the group but go back to their subgroups to talk about what they have learnt. The
groups discuss the feedback and adapt or further develop their ideas. They then get ready
for the next iteration, with another group in the room. The same spokesperson may go or
another spokesperson may be selected.
9. For each cycle, reduce the time the group has for revisions. Their ideas become clearer so
less time should be needed. Two or three rounds are good to increase learning, enable
multiple perspectives to be taken into account and come to a clearer output.
Links
http://cognitive-edge.com/methods/ritual-dissent/
http://www.iaf-methods.org/node/14345

THREE SPHERES: CONTROL, INFLUENCE, INTEREST
The concept of the Three Spheres is used in Step 6 - Map change pathways, and in Step 7 -
Define monitoring, evaluation and learning priorities and process. It comes from a method
called Outcome Mapping, developed by the International Development and Research
Centre (Canada).
Links to information about Outcome Mapping:

• http://www.idrc.ca/EN/Resources/Publications/Pages/IDRCBookDetails.
aspx?PublicationID=121
• Outcome Mapping Learning Community: http://www.outcomemapping.ca/
The concept of the Three Spheres provides a good basis to think about the extent of the
project’s influence in the change process and on the achievement of its results.
The Three Spheres framework helps to support:
• a realistic formulation of envisaged results (realistic ambition and expectations)
• clarity about the question of attribution and contribution of results to the project’s activities
• the responsibility the project can and should take for the achievement of intended results
• a realistic planning of the process in time.
Figure 9:
Three spheres:
Control,
Influence,
Interest
SPHERE OF SPHERE OF SPHERE OF

CONTROL INFLUENCE INTEREST
Hivos, its partners and Take up by stakeholders Further take-up and
alliances produce primary and other actors influence lead to changes
products, relationships, influences mind-sets, in sociocultural, political,
capacities to act on issue behaviours, relationships, economic and
at hand. practices,institutions. environmental domains.
INPUTS ACTIVITIES OUTPUTS OUTCOMES IMPACT
TIMEFRAME

Each sphere denotes different processes that are influenced by changes in the other spheres.
Influences flow both ways through the three spheres.
1. The Sphere of Control refers to everything the project can control and is fully responsible
for: the inputs, activities and direct results of those activities (outputs) as well as the quality
of activities, products and engagement with stakeholders and other actors.
2. The Sphere of Influence refers to the reaction the project expects to see as a result of its
activities: how stakeholders and other actors in the context use and/or respond to the
outputs of the project.
Are the outputs taken up by the intended people? For example, is training being put into
practice, or are farmers using market information? Do targeted actors change their
behaviour and act differently? For example, do local authorities start consulting citizens in
local planning processes, after being pushed to do so? Do teachers and parents come
together to discuss measures to make a school a safer place for girls?
The Sphere of Influence is beyond the control of the project: you cannot control the
actions of others. But you are still expected to influence their behaviour by the quality of
your work. For example, the quality of your information and the nature of the relationships
you facilitate between different actors can influence stakeholders to take up and use the
project outputs effectively.
The Sphere of Influence encompasses a large part of the pathway(s) of change, or results
chain: it is not one single result initiated by an output, but a whole ‘chain’ or web of them.
It can be helpful to distinguish between Direct Influence and Indirect Influence. Direct
influence is about results at outcome level that are closely related to the project’s activities
and come about in a relatively short timeframe. Some call them ‘early outcomes’ or
‘immediate’ outcomes.
Indirect influence is about responses to those earlier outcomes, farther beyond the
influence of the project itself and higher up the results chain.
It is important to note that the results in the sphere of influence can be intended and
unintended: responses to the project’s outputs may be different than expected.
Unexpected, and indeed unintended, results need close monitoring and reflection as
they may be negative for stakeholders and/or for the success of the project. Strategies
need to be adjusted accordingly.
3. The Sphere of Interest (sometimes called Sphere of Concern) is the sphere of lasting,
structural change: changes in the lives of people and in conditions in society. It represents
long term changes, beyond the control of any single actor or factor. In a ToC process, the
desired change is often formulated at this level, or at the level of (indirect) outcomes.
Difference with Logframe

The Three Spheres often map to the three results levels of the Logframe: outputs, outcomes
and impact. The important difference is that the spheres can be used in a non-linear way.
Each sphere can encompass a chain of results, with two-way flows of influence. This
conceptualisation can be more useful than the Logframe in representing the real life change
process.

The Three Spheres align with the project’s theory of change in terms of time – from short
term to longer term changes. The spheres also align with the theory of change in terms of the
sequencing of results. Results being achieved directly by the project’s activities fall into the
spheres of control and influence. Results that evolve over time and more removed from the
project’s direct influence fall into the sphere of influence and the sphere of interest.
Results at outcome and impact level involve many more factors and actors than the project
alone. However, applying the Three Spheres framework can illustrate plausible linkages
between the projects’ initial influence and changes in the other spheres over time.
How to use the Three Spheres

When the Pathways of change have been mapped in Step 6, use the Three Spheres to
distinguish between parts of the pathway(s) that you can control or influence, and parts that
are beyond your influence.
Apply the Three Spheres model to your project pathways:

• Which part of the pathways, which anticipated results, are within the control of the project
or partnership? Why?
• Where is the point that the anticipated results concern the use others are making of the
project’s outputs, or their response to them? Is the assumed link of that outcome with the
project output direct, or indirect? Why?
• Discuss the time perspective: how long do we think that it takes to achieve a specific result?
What does that mean for the planning of the project, the results that realistically might be
achieved, and the formulation of the project objectives?
Spheres can be represented in different ways in ToC visualisations, for example by dotted
lines in drawings made during the ToC process, or by using different colours in the
visualisation of a ToC product.
In Step 7 (MEL priorities and process), the Three Spheres are helpful to clarify whether the
intended results are at output, outcome or impact level. Using the spheres also helps you to
identify areas of enquiry to monitor, how and when. The time-line aspect of the spheres helps
in the selection of appropriate indicators for the project’s time frame.

NECESSARY & SUFFICIENT
The ‘Necessary and Sufficient?’ exercise can be used in Step 5, the Pathways Mapping.
This exercise helps you to check the change logic of your pathways. The exercise has two
aims:
• To identify and address any overly large leaps in the pathway, where the influence of one
change on another has not been fully thought through;
• To streamline the pathway by eliminating any unnecessary changes.
Each change in a pathway influences others around it in different ways. These linkages are
often referred to as ‘causal relations’. Check the flow of your pathway by taking each change
and ask two questions:
• Is this change/condition/result necessary for the next one to happen?

– If it is not, then the change can be removed.
• Is this change/condition/result sufficient for the next one to happen?

– I f it is not, then consider what additional changes and conditions are required to create
sufficient change.
As you work through the questions, you could document why you think a change/condition/
result is necessary and sufficient for the next one to happen. This contributes to identifying
assumptions:
‘B cannot occur until A has happened, because […]’

INDICATOR SELECTION
Indicator selection is used in Step 7, developing the Monitoring, Evaluation and Learning
approach. An indicator provides a marker of whether a certain change has happened or
whether certain conditions exist.
There are many tools available for selecting indicators. Some commonly used criteria are
presented in 1. Section 2 presents an exercise for developing potential indicators.
1. SELECTION CRITERIA FOR INDICATORS

Commonly used criteria for indicator selection are:
• Relevant and Specific

The indicator should be clearly related to areas in which the project is expected to make
some difference. Factors and measures that are largely subject to external influences
should be avoided. The relevance to the project should be clear, together with the reasons
for wanting to monitor the change or factor.
• Credible
There must be a reasonable case for the view that changes in the selected indicators are
related, directly or indirectly, to the intervention.
• Unambiguous
The indicator should be clearly defined, so that measurement and interpretation is
unambiguous. For example: in ‘(improved) access to […] services’, the notion ‘access’ has
different aspects (such as physical, financial, geographical, gender, class or cultural
barriers): what will be monitored and measured?
• Consistent
Ideally, the same indicators should be measured over a long period, in order to track long-
term processes. However: if an indicator is not relevant anymore, if the context, priorities
or objectives have changed, or there are important unexpected effects, it might be
necessary to revise or replace the indicator.
• Sensitive
Means that there is a short reaction time to change: the quicker results lead to change in the
indicator, the more useful it is for monitoring. For example: the outcome of elections that are
held once every 5 years is not a very sensitive indicator for changes in the political force field.
• Easy to collect
An important selection criterion is whether it is feasible to collect information on the
indicator(s) within a reasonable time and at a reasonable cost. Monitoring of information
that is too difficult, time-consuming or costly to collect, will in practice quickly be dropped.
8
2. RELEVANT & MEASURABLE
This exercise can be used to quickly identify with a group some potentially good indicators
for a specific outcome. Please note that more is needed to develop a consistent set of
appropriate indicators for the MEL framework of a project or programme.
8
From: MDF Training & Consultancy, Ede, The Netherlands

This exercise helps people to think about indicators in a light and simple way. It also effectively
conveys the message that the relevance of an indicator is the first selection criterion.
Measurability is important but meaningless if it does not tell you what you need to know.
Procedure:
1. Choose the outcome for which a meaningful indicator is sought.
2. Brainstorm with the group what observable changes or signs would indicate that the
outcome has been achieved, or is starting to materialise. List the suggestions on a flipover.
Make sure you leave some room at the right hand side of the list.
3. If necessary, challenge the group to think deeper, broaden their perspective; maybe refer
to different framings: how would the intended change look like for specific stakeholders?
4. When a considerable number of suggestions has been harvested, draw a table around the
list with two columns on the right side (see example below).
5. The heading of the first column is ‘Relevant’, and the second one is ‘Measurable’.
6. Go through the list for the first column and ask the participants for each suggestion how
relevant the sign (= indicator) is for the outcome. Score it with x/x is very relevant, +/- is
moderately relevant, -/- is not very relevant.
7. After finishing the first column, do the same for the second one: how measurable is each
indicator? Discuss how it could be measured and by whom? How much time would it take
for the change to become visible?
After completing the list:

8. Indicators that are not relevant or measurable, should be dropped immediately, as are
indicators that are very measurable but not relevant. Indicators that cannot be measured
by the actors involved in the project should also be dropped, except when the data are
being collected by other, external actors and the project has access to that information.
9. Indicators that come out as very relevant and very measurable are probably appropriate
and feasible to use. Indicators that are very or moderately relevant, but only moderately
measurable, need more discussion to assess whether it makes sense to use them.
10. Review and discuss your ‘harvest’ and choose the indicator(s) that reflects the intended
outcome best. If the outcomes bring you to new ideas, put them through the same test.
TABLE 8: EXAMPLE OF THE EXERCISE
SIGNS OF CHANGE RELEVANT MEASURABLE
tuyreiutiueyriy ++ ++ good indicator
gfglfkglksg +- +- questionable
nxbmvbmcxbvmxb -- ++ to be dropped
euwourtoeteow ++ ++ good indicator
flsgjlkfjs +- -- to be dropped
vnnvxnc ++ +- to be discussed
glfskdgfdg +- ++ to be discussed?

VISUALISATIONS OF A TOC PROCESS AND PRODUCT
Sometimes a visualisation of the components of a ToC (other than the 8 steps) helps to better
understand the whole picture. Here you find three examples.
THEORY OF CHANGE ELEMENTS

THEORY OF CHANGE ELEMENTS
CONTEXT, DRIVERS, ROOT CAUSES

SPHERE OF INTEREST
Socio-economic, political, geographic, Sustained changes
technological factors
Existing policies, institutions,

people’s practices, motivations,
beliefs
SPHERE OF INDIRECT INFLUENCE For whom?
Other actors able to influence Desired change
Intermediate changes Defined by whom?
or block change (‘impact’)
Significant for whom?
Capacity of target
groups to respond
Changes in e.g. policies,
community practices , ASSUMPTIONS
Receptiveness
institutions, operations, What are our
of context SPHERE OF DIRECT INFLUENCE
programmes, systems … assumptions
Immediate changes for stakeholders about how
Organisations,
change happens,
resources,
and the
systems, Changes in e.g. conditions
skill knowledge, involved?
attitudes, behaviours,
relationships, ….
SPHERE OF CONTROL
Our initiative
Programme strategy Use of outputs by
target stakeholder
groups
Outputs: products,
services, networks,
skills, ….
Adapted from Vogel, 2013;

Morton, 2012; Montague, 2011

UNDERSTANDING
AND CARING
FOR RELATIONSHIPS
(ways of relating)
REFLECTIVE
CONTEXT STRATEGIES ACTION-LEARNING
DESIRED PRACTICE
ANALYSIS FOR ACTION THROUGHOUT
CHANGE (making explicit
(ways of knowing) (ways of doing) THE PROCESS
what is implicit)
BELIEF SYSTEMS,
PARADIGMS &
PERCEPTIONS
(ways of believing)
Retolaza 2012

THEORY OF CHANGE AND THE PROJECT CYCLE
Analysis of context,
actors, power, gender,
drivers of change ...
ToC identifies key Desired change

aspects of the change perspectives, ideas &
process to assess, the assumptions of
programme’s stakeholders, strategic
contribution to options, possible
changes, validation of pathways, multi-actor
assumptions ... collaboration ...
ToC used to frame Initial, more detailed

and support learning, ToC/ Theory of Action:
revisit assumptions, basis for M&E&L
apply new insights to framework, planning,
refine strategy ... communication ...

8.2 OTHER RESOURCES
1. C
ENTRE FOR DEVELOPMENT INNOVATION (CDI), Wageningen University and
Research Centre
• Theory of Change Portal: www.theoryofchange.nl
• Multistakeholder Partnerships Portal: http://www.mspguide.org/
• Managing for Impact Portal: http://www.managingforimpact.org/
Theory of Change: A thinking and action approach to navigate in the complexity of

2.
social change processes. Author: Iñigo Retolaza Eguren, 2012
http://www.theoryofchange.nl/resource/theory-change-thinking-and-action-
approach-navigate-complexity-social-change-processes
(Also available in Spanish)
3. RESEARCH TO ACTION
http://www.researchtoaction.org/theory-of-change-useful-resources/
4. BETTER EVALUATION
http://betterevaluation.org/
5. IDS - PARTICIPATORY METHODS

Participatory approaches to programme design, monitoring and evaluation; to learning,
research and communication in organisations, networks and communities; and to citizen
engagement in political processes.
http://www.participatorymethods.org/
6. KEYSTONE
• http://www.keystoneaccountability.org/resources/
• http://www.keystoneaccountability.org/sites/default/files/2%20Developing%20a%20
theory%20of%20change.pdf/
7. ANNIE E. CASEY FOUNDATION

A Guide to ToC work at community level:
http://www.aecf.org/resources/theory-of-change/
8. From Poverty to Power

Duncan Green’s blog on Theories of change offers useful insights:
fp2p@oxfamblogs.org
9. ODI Tools for Knowledge and Learning. Ben Ramalingam, 2006.

http://www.odi.org/publications/153-tools-knowledge-learning-guide-development-
humanitarian-organisations

8.3 FACILITATION
FACILITATOR TIPS
Facilitation is the practice of supporting a group in
conducting its process; to explore ideas or reach
decisions – whatever the goal may be. The focus is on
the process (how decisions are reached) rather than
the content (what decision is reached).
Group facilitation is an art and a skill, a science and an
intuition. It means ‘to make easy’. It asks us to use
‘power with’, not ‘power over’. Creating the conditions
for trust, safety and focus is central to a successful
outcome.
CORE SKILLS
Planning and design: overview, energy flows, pace variation, learning styles
• Who will be present and what does this mean for options and needs? How much time do
you have? What does the group need?
• Needs of the group, priority issues, degree of agreement or sharing concerns
• Mix different ways of working with exercises and breaks.
• Plan in detail but be prepared to be flexible during the group process.
• Keep focused on the purpose and keep to time, but be responsive to group dynamics and
needs. A useful motto is ‘Over prepare and under use’.
• Use practical tools to support your planning and design; for example, a detailed session
plan (see Table 9).
TABLE 9: FORMAT FOR SESSION PLAN
TIME SESSION NAME CONTENT MATERIALS WHO

AND PURPOSE AND METHOD NEEDED

Managing group dynamics and energy
• Groups form, storm, norm and perform.
• Conflict and confusion is always part of a facilitated process.
• It needs to be managed by a mix of surfacing, responding, agreeing what cannot be
resolved, and offering ways forward.
Constructively challenging
• Use questions to respectfully encourage groups to push themselves and stretch their
thinking, for example:
– ‘Have you thought of […]?’
– ‘What about […]?’
– ‘How would this look from a different perspective?’
Questioning/active listening
• Promote self-awareness and awareness of others
• Is everyone listening, contributing, understanding, having an equal say?
• Are people connected with the process (group, task)?
• Encourage the group to co-facilitate their own dynamics.
Valuing what people are bringing and what is emerging

• Create a context of care, support and trust by appreciating people’s input
• Check in individually and with groups or sub-groups about how they feel about the process
and if they are getting out of it what they want and need.
• Avoid putting people on the spot in public.
Threading / summarising / sign-posting / recapping

• You hold and own the road map! Keeping people focused, reminding them of where they
are and where you are headed is a continuous task.
• Link ideas an insights to previous sessions – ‘threading’ relevant ideas together
• Signpost what sessions are coming up and the relevance to the current discussion
• Summarising what people have said is crucial for checking everyone’s understanding: ‘Am I
right that […]?’ “As I have heard you […] ?’
• Allowing time to reflect on conversations and to share reflections – the group’s and the
facilitator’s – is helpful to gain deeper insights
• Allowing time for reflection and processing is vital in skills training.
RESOURCES
International Association of Facilitators:
http://www.iaf-world.org/index.aspx
The IAF Methods Database:

http://www.iaf-methods.org/
The IAF Methods Database is a resource for facilitators, project and team leaders, and
anyone using facilitating techniques with groups.
Dotmocracy Handbook:
http://www.idearatingsheets.org/
Dotmocracy is an established facilitation method for collecting and prioritising ideas among
a large number of people. It is an equal opportunity and participatory group decision-
making process.

www.hivos.org

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What are some core components of a Theory of Change process?

What are some core components of a Theory of Change process?

Hivos ToC Guidelines

Authors: Marjan van Es (Hivos)

THEORY OF CHANGE THINKING IN PRACTICE: A STEPWISE APPROACH 2

PART A – CONCEPTS AND DEFINITION

PART B – A STEPWISE APPROACH

3 Key features of a ToC process 20

4 Quality of ToC practice 28

PART B – A STEPWISE APPROACH 33

5 Developing Theories of Change - eight steps 34

7 Quality Audit of a ToC process and product 79

THEORY OF CHANGE THINKING IN PRACTICE: A STEPWISE APPROACH 3

8 Key tools, resources and materials 89

8.1 Tools referred to in these guidelines 89

Hivos  Humanist Institute for Co-operation with Developing

THEORY OF CHANGE THINKING IN PRACTICE: A STEPWISE APPROACH 4

THEORY OF CHANGE THINKING IN PRACTICE: A STEPWISE APPROACH 5

THEORY OF CHANGE THINKING IN PRACTICE: A STEPWISE APPROACH 6

1.1 HIVOS AND THEORY OF CHANGE

Change emerges as a result of the simultaneous push

1.2 ORIGIN OF THE GUIDELINES

THEORY OF CHANGE THINKING IN PRACTICE: A STEPWISE APPROACH 7

1.3 USE OF THE GUIDELINES

THEORY OF CHANGE THINKING IN PRACTICE: A STEPWISE APPROACH 8

USERS USE PURPOSE OF OPTIONS FOR USE POINTS OF ATTENTION

Programme Ch. 1 – 6 • Programme •T

Programme Ch. 3 - 7 • Programme •T

THEORY OF CHANGE THINKING IN PRACTICE: A STEPWISE APPROACH 9

Quality Ch. 7 • Quality review •T

Evaluators Ch. 1 - 7 • Evaluation • To familiarise themselves Always include a

THEORY OF CHANGE THINKING IN PRACTICE: A STEPWISE APPROACH 10

THEORY OF CHANGE THINKING IN PRACTICE: A STEPWISE APPROACH 11

These beliefs are formed by different aspects of people’s lives:

BOX 1: HIVOS’ DEFINITION OF THEORIES OF CHANGE

WHAT IS A TOC APPROACH?

THEORY OF CHANGE THINKING IN PRACTICE: A STEPWISE APPROACH 12

• Every programme is packed with beliefs, assumptions and hypotheses

DIFFERENCE BETWEEN TOC AND LOGFRAME

THEORY OF CHANGE THINKING IN PRACTICE: A STEPWISE APPROACH 13

BOX 3: DIFFERENT UNDERSTANDINGS OF THE TERM

Hivos supports the second perspective on ToC:

• ToC is an approach that enables individuals and organisations involved

THEORY OF CHANGE THINKING IN PRACTICE: A STEPWISE APPROACH 14

THEORY OF CHANGE LOGFRAME

Pathways of Change, ‘unlimited’ and parallel Three result levels

Articulates assumptions underlying the Focuses on assumptions about external

2.2 WHY A THEORY OF CHANGE APPROACH?

Why is this important? In a multi-stakeholder setting,

In an organisation or team, exploring existing theories of change will contribute to a more

THEORY OF CHANGE THINKING IN PRACTICE: A STEPWISE APPROACH 15

Consequently, an effective ToC process always involves a dialogue about existing

1. What is the desired change, why and for whom?

2. Analysis of the system and the current situation:

3. Mapping pathways of change:

4. The assumptions underlying our theory of change:

6. Strategic planning for the project period (theory of action)

7. Monitoring, evaluation and learning framework and process:

THEORY OF CHANGE THINKING IN PRACTICE: A STEPWISE APPROACH 2

THEORY OF CHANGE THINKING IN PRACTICE: A STEPWISE APPROACH 3

Hivos Humanist Institute for Co-operation with Developing

THEORY OF CHANGE THINKING IN PRACTICE: A STEPWISE APPROACH 4

THEORY OF CHANGE THINKING IN PRACTICE: A STEPWISE APPROACH 5

THEORY OF CHANGE THINKING IN PRACTICE: A STEPWISE APPROACH 6

1.1 HIVOS AND THEORY OF CHANGE

1.2 ORIGIN OF THE GUIDELINES

THEORY OF CHANGE THINKING IN PRACTICE: A STEPWISE APPROACH 7

THEORY OF CHANGE THINKING IN PRACTICE: A STEPWISE APPROACH 8

Programme Ch. 1 – 6 • Programme •T

Programme Ch. 3 - 7 • Programme •T

THEORY OF CHANGE THINKING IN PRACTICE: A STEPWISE APPROACH 9

Quality Ch. 7 • Quality review •T

Evaluators Ch. 1 - 7 • Evaluation • To familiarise themselves Always include a

THEORY OF CHANGE THINKING IN PRACTICE: A STEPWISE APPROACH 10

THEORY OF CHANGE THINKING IN PRACTICE: A STEPWISE APPROACH 11

THEORY OF CHANGE THINKING IN PRACTICE: A STEPWISE APPROACH 12

• Every programme is packed with beliefs, assumptions and hypotheses

THEORY OF CHANGE THINKING IN PRACTICE: A STEPWISE APPROACH 13

• ToC is an approach that enables individuals and organisations involved

THEORY OF CHANGE THINKING IN PRACTICE: A STEPWISE APPROACH 14

2.2 WHY A THEORY OF CHANGE APPROACH?

THEORY OF CHANGE THINKING IN PRACTICE: A STEPWISE APPROACH 15

2. Analysis of the system and the current situation:

3. Mapping pathways of change:

4. The assumptions underlying our theory of change:

7. Monitoring, evaluation and learning framework and process:

THEORY OF CHANGE THINKING IN PRACTICE: A STEPWISE APPROACH 16

THEORY OF CHANGE THINKING IN PRACTICE: A STEPWISE APPROACH 17

THEORY OF CHANGE THINKING IN PRACTICE: A STEPWISE APPROACH 18

THEORY OF CHANGE THINKING IN PRACTICE: A STEPWISE APPROACH 19

3.1 FROM COMPLEXITY TO FOCUS AND BACK

THEORY OF CHANGE THINKING IN PRACTICE: A STEPWISE APPROACH 20

THEORY OF CHANGE THINKING IN PRACTICE: A STEPWISE APPROACH 21

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THEORY OF CHANGE THINKING IN PRACTICE: A STEPWISE APPROACH 24

THEORY OF CHANGE THINKING IN PRACTICE: A STEPWISE APPROACH 25

THEORY OF CHANGE THINKING IN PRACTICE: A STEPWISE APPROACH 26

THEORY OF CHANGE THINKING IN PRACTICE: A STEPWISE APPROACH 27

4.1 PRINCIPLES FOR TOC

THEORY OF CHANGE THINKING IN PRACTICE: A STEPWISE APPROACH 28

THEORY OF CHANGE THINKING IN PRACTICE: A STEPWISE APPROACH 29

THEORY OF CHANGE THINKING IN PRACTICE: A STEPWISE APPROACH 30

THEORY OF CHANGE THINKING IN PRACTICE: A STEPWISE APPROACH 31

THEORY OF CHANGE THINKING IN PRACTICE: A STEPWISE APPROACH 32

THEORY OF CHANGE THINKING IN PRACTICE: A STEPWISE APPROACH 34

a) Why are we doing this?

THEORY OF CHANGE THINKING IN PRACTICE: A STEPWISE APPROACH 35