The Theory of Change approach is becoming a pervasive part of development practice: as an artefact, as a management tool, and increasingly as a common discourse which implementers use to explain and explore their interventions. My new JSRP paper, ‘Theories of Change in international development: communication, learning or accountability?’ seeks to address a critical gap in understanding the actual effects of using a Theory of Change approach in international development work and considers how the approach may be better understood, if its aim is to improve development policy and practice. It does so through an analysis of the emerging findings of a collaboration between the JSRP and The Asia Foundation. Six key findings have emerged from this research:
- A Theory of Change approach can create space for critical reflection, but there is a danger that this is an illusory process.
Many have welcomed the introduction of a Theory of Change approach, specifically because it provides space for reflection on their assumptions and the context in which they work, particularly in comparison to logframes. Such attempts to situate programmes in larger ecosystems of social change should be applauded, not dismissed. Yet a Theory of Change approach can also create an illusion of serious reflection…. (full post Six Key Findings on the Use of Theories of Change in International Development)