Hardback
Strategic Thinking, Design and the Theory of Change
A Framework for Designing Impactful and Transformational Social Interventions
9781803927701 Edward Elgar Publishing
This book offers insights into how the Theory of Change framework can be effectively employed in a wide range of social interventions. Presenting its potential to support strategy and strategic thinking, this book offers an entry point to understanding how Theory of Change can be applied beyond the typical domain of aid projects.
More Information
Critical Acclaim
Contributors
Contents
More Information
This book offers insights into how the Theory of Change framework can be effectively employed in a wide range of social interventions. Presenting its potential to support strategy and strategic thinking, this book offers an entry point to understanding how Theory of Change can be applied beyond the typical domain of aid projects.
Written by leading scholars and practitioners in the field, the book applies a range of case studies to explore how Theory of Change can be implemented in projects and programmes on different scales. Bringing together cases from different geographic, social, economic and cultural contexts, it demonstrates how Theory of Change can be adapted and help projects to replicate, and showcases the different ways in which practitioners can utilize it.
Strategic Thinking, Design and the Theory of Change will be essential reading for both professionals already working with Theory of Change and academics interested in strategy, organization studies, innovation management, design research and project management. Graduate and undergraduate students will also find the book’s practical approach and intensive use of case studies of value.
Written by leading scholars and practitioners in the field, the book applies a range of case studies to explore how Theory of Change can be implemented in projects and programmes on different scales. Bringing together cases from different geographic, social, economic and cultural contexts, it demonstrates how Theory of Change can be adapted and help projects to replicate, and showcases the different ways in which practitioners can utilize it.
Strategic Thinking, Design and the Theory of Change will be essential reading for both professionals already working with Theory of Change and academics interested in strategy, organization studies, innovation management, design research and project management. Graduate and undergraduate students will also find the book’s practical approach and intensive use of case studies of value.
Critical Acclaim
‘Strategic Thinking, Design and the Theory of Change offers a novel and exciting contribution to nudge transformation towards a more sustainable, inclusive and equitable society. The book will be important reading when designing impactful and transformational social interventions. I warmly recommend the book introducing and concretizing topics such as designerly perspective, scales of action, participation and complexity in the context of the Theory of Change.’
– Satu Miettinen, University of Lapland, Finland
– Satu Miettinen, University of Lapland, Finland
Contributors
Contributors: Richard Allen, Torben Juul Andersen, Rebekah Avard, Leyla Bagherli, Chris Barnett, Jean Barroca, Jessica Baxendale, Raynette Bierman, Carys Boyle, Lisa Cagnin, James Copestake, Joe Cullen, Amalia de Götzen, Veronica De Salvo, Ignace De Somer, Salvatore Di Dio, David Drabble, Francesca Foglieni, Luca Gatti, Nigel Gilbert, Laura Hayward, Adam Hejnowicz, Cary Y. Hendrickson, Maryna Henrysson, Matthew Jones, Kerstin Junge, Patrycja Kaszynska, Aurélie Larquemin, Bertil Lindenfalk, Fraser Macleod, Tarran Macmillan, Stefano Maffei, Jesse Marsh, Laura Martelloni, Nicola Morelli, Joanna Petkiewicz, Steve Powell, Ilona Puskas, Fiona Remnant, Andrea Resmini, Domenico Schillaci, Luca Simeone, Richard Stephens, Matthew Terry, Adam Thorpe, Cameron Tonkinwise, Isabel Vogel, Michael Wagemans, Michelle Zucker
Contents
Contents:
1 Introduction to Strategic Thinking, Design and the Theory of Change (Simeone, Drabble, Morelli and de Götzen)
PART I FOUNDATIONS OF THEORY OF CHANGE
2 The conceptual and operational foundations of Theory of Change in relation to strategic thinking (Drabble, Allen, Morelli, de Götzen and Simeone)
3 Interactive strategy-making: dynamic adaptation with links to design thinking and Theory of Change (Andersen)
4 Theories of Change and results-based management for the sustainable development agenda (Hendrickson and Henrysson)
5 Theory of Change from formulation to evaluation: a critique on the operationalization of the logic model (Foglieni, De Salvo, Cagnin and Maffei)
PART II DEVELOPMENT OF A THEORY OF CHANGE
6 Deriving benefits from Theory of Change for innovation programming in the public and private sector (Hayward, Bierman and Baxendale)
7 Developing a bespoke Theory of Change: drawing on complexity science to strengthen the application of the public value framework in the UK Department for Environment, Food and Rural Affairs (Defra) (Bagherli, Macmillan, Jones, Hejnowicz, Gilbert and Macleod)
8 The Theory of Change of a social activation and experimentation team (Zucker, Petkiewicz, Puskas and Boyle)
PART III THE VISUAL DIMENSION OF THEORY OF CHANGE AS A STRATEGIC TOOL TOWARDS IMPACT
9 Visualizing strategy through Theory of Change: the DESIGNSCAPES case (Simeone, Morelli, Drabble and de Götzen)
10 Global challenges research fund: using Theory of Change as a strategic framework to guide research and innovation for development impact (Vogel and Barnett)
PART IV COLLABORATIVE AND MULTIFACETED ASPECTS OF THEORY OF CHANGE
11 Change, as told, interpreted, implemented and strategized (Kaszynska and Thorpe)
12 Capturing the ‘additionality’ of temporary use in urban regeneration: a narrative and multi-level Theory of Change for participatory urban futures (Martelloni, De Somer and Wagemans)
13 Multiple Theories of Change for innovation governance (Barroca, Di Dio, Marsh and Schillaci)
PART 5 USING THEORY OF CHANGE IN CONJUNCTION WITH OTHER METHODS AND FRAMEWORKS
14 Simplifying the Cat’s Cradle: Using Theory of Change with a Behaviour Change Model to Develop New Strategic Thinking for a UK Animal Welfare Charity (Terry and Stephens)
15 Does Our Theory Match Your Theory? Theories of Change and Causal Maps in Ghana (Powell, Copestake, Remnant, Larquemin and Avard)
16 Identifying Leverage Points for Systemic Change: A Strategic Approach Using PLR and Theory of Change (Lindenfalk, Resmini, Drabble and Simeone)
17 Some Theories of Change behind and within Transition Designing (Tonkinwise)
18 Portfolio Stencils: Action Genomes for Theories of Change (Gatti)
19 A Theory of Change for Industrial Transformation: The case of the TCBL project (Marsh, Cullen and Junge)
Index
1 Introduction to Strategic Thinking, Design and the Theory of Change (Simeone, Drabble, Morelli and de Götzen)
PART I FOUNDATIONS OF THEORY OF CHANGE
2 The conceptual and operational foundations of Theory of Change in relation to strategic thinking (Drabble, Allen, Morelli, de Götzen and Simeone)
3 Interactive strategy-making: dynamic adaptation with links to design thinking and Theory of Change (Andersen)
4 Theories of Change and results-based management for the sustainable development agenda (Hendrickson and Henrysson)
5 Theory of Change from formulation to evaluation: a critique on the operationalization of the logic model (Foglieni, De Salvo, Cagnin and Maffei)
PART II DEVELOPMENT OF A THEORY OF CHANGE
6 Deriving benefits from Theory of Change for innovation programming in the public and private sector (Hayward, Bierman and Baxendale)
7 Developing a bespoke Theory of Change: drawing on complexity science to strengthen the application of the public value framework in the UK Department for Environment, Food and Rural Affairs (Defra) (Bagherli, Macmillan, Jones, Hejnowicz, Gilbert and Macleod)
8 The Theory of Change of a social activation and experimentation team (Zucker, Petkiewicz, Puskas and Boyle)
PART III THE VISUAL DIMENSION OF THEORY OF CHANGE AS A STRATEGIC TOOL TOWARDS IMPACT
9 Visualizing strategy through Theory of Change: the DESIGNSCAPES case (Simeone, Morelli, Drabble and de Götzen)
10 Global challenges research fund: using Theory of Change as a strategic framework to guide research and innovation for development impact (Vogel and Barnett)
PART IV COLLABORATIVE AND MULTIFACETED ASPECTS OF THEORY OF CHANGE
11 Change, as told, interpreted, implemented and strategized (Kaszynska and Thorpe)
12 Capturing the ‘additionality’ of temporary use in urban regeneration: a narrative and multi-level Theory of Change for participatory urban futures (Martelloni, De Somer and Wagemans)
13 Multiple Theories of Change for innovation governance (Barroca, Di Dio, Marsh and Schillaci)
PART 5 USING THEORY OF CHANGE IN CONJUNCTION WITH OTHER METHODS AND FRAMEWORKS
14 Simplifying the Cat’s Cradle: Using Theory of Change with a Behaviour Change Model to Develop New Strategic Thinking for a UK Animal Welfare Charity (Terry and Stephens)
15 Does Our Theory Match Your Theory? Theories of Change and Causal Maps in Ghana (Powell, Copestake, Remnant, Larquemin and Avard)
16 Identifying Leverage Points for Systemic Change: A Strategic Approach Using PLR and Theory of Change (Lindenfalk, Resmini, Drabble and Simeone)
17 Some Theories of Change behind and within Transition Designing (Tonkinwise)
18 Portfolio Stencils: Action Genomes for Theories of Change (Gatti)
19 A Theory of Change for Industrial Transformation: The case of the TCBL project (Marsh, Cullen and Junge)
Index
