Theory of Change/Theory of Transformation

We support and provide facilitation to help you and your team develop your own systemic theory of change for your initiative. A theory of change can help you articulate and see the big picture of how change is believed to happen. A systemic theory of change is different from traditional linear theories of change in that it recognizes the inherent complexity of most change processes.

A systemic theory of change recognizes that change is not linear and that many interrelated variables affect the trajectory of a change process.  A systemic theory of change also recognizes that individual actors have limited control of the change process, but have spheres of influence that can be acted upon to trigger change, so that it is the collective action of many actors that can elicit a desired transformative outcome.  Change processes often must be initiated at different levels (ex. local, state, national) and it is feedback loops between the levels that can trigger broad change.  Systemic Theories of Change are aware of the effects of feedback loops in the change pathway and are aware of the delays that often trigger unintended consequences.

A systemic theory of change can be developed for different organizational, program, and project levels and can feed into each other. Systemic theories of change are often nested to show change at different levels and how change at local or lower levels is interrelated with change at higher levels.

A systemic theory of change is both a process and a tool and can be extremely useful for collective strategy development. Creating a theory of change helps articulate a collective desired impact and identifies the multiple pathways that are believed to lead to the achieved impact. It is important, however, to regularly review and update your theory of change so that it becomes a living tool or framework against which to check progress and test weak links in the change pathway.