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I have the same questions.
I have the same question. I am not sure it is entirely clear.
After completing Module 4, one question I still have about formulating and implementing a Theory of Change is how to identify risks and assumptions
Very good question
The change theory is always good to start from the ultimate outcome and you move backward to realistic activities/output that will achieve the ultimate outcome and not vise versa
Very good question
The change theory is always good to start from the ultimate outcome and you move backward to realistic activities/output that will achieve the ultimate outcome and not vise versa
I think, it should be coz in log frame, we need to mentioned all in detail in order to develop casual link, as one activity completion lead towards the accomplishment of other, finally up to ultimate outcomes,
One question, although, it is discussed in detail the premortem, but assumptions have no place in theory of change matrix,
After completing Module 4, one question I still have about formulating and implementing a Theory of Change is how it would apply to a Foundation that distributes grants to a sole beneficiary.
With my limited knowledge of ToC, I would say yes two would be needed especially if there is no correlation between the activities and outcomes between the organizational streams.
After completing Module 4, one question I still have about formulating and implementing a Theory of Change is, is there really a time that the Theory of change will stop evolving?
Or does it keep changing as long as there is feedback and evaluation process?
I think it'll still apply just as explained.
Regardless of what they're doing, there will definitely be an ultimate goal and in such a case, it's just still bound to follow the due process
what is qualitative and quantitative evidence is not easily available. Sometimes, you have to run through a program and generate results in order to obtain stats.
How is it to quantify the relationship between 2 variable? To what extent can you attribute the influence of one variable to the the other?
After completing Module 4, one question I still have about formulating and implementing a Theory of Change is, does one have to reference some of the facts mentioned in there?
@DiamondLadepe said in Module 4: Discussion:
After completing Module 4, one question I still have about formulating and implementing a Theory of Change is, is there really a time that the Theory of change will stop evolving?
Or does it keep changing as long as there is feedback and evaluation process?
@DiamondLadepe said in Module 4: Discussion:
After completing Module 4, one question I still have about formulating and implementing a Theory of Change is, is there really a time that the Theory of change will stop evolving?
Or does it keep changing as long as there is feedback and evaluation process?
I really think some elements in the theory of change can get adjusted. I want to imagine, for instance where you find a bottleneck to some activity and may be intermediate outcome cannot be achieved. An alternative may need to be navigated.
I would then go back and ask myself the "why" questions again. Take a deeper look at your beneficiaries needs.
I would then go back and ask myself the "why" questions again. Take a deeper look at your beneficiaries needs.
change your ultimate outcome. Your outcome will change and evolve the more you plan it out on paper and even after you implement it.
I do not have questions about the theory of change or the implementation plan. Because of the program I am trying to start, I will need to address many problems with many solutions. I need the theory of change and implementation plan for each individual client and to successfully and continuously re-asses the different resources available for the clients.
It is true that implementation is not as smooth as a flow chart! Sometimes you have to adjust implementation based upon lessons learned, real life considerations, etc. I think the best bet is if you are doing something and see an improvement or the outcomes you desire, then look at what it is you are doing to get there.
@kazeemopeyemimusa said in Module 3: Discussion:
Identifying the causes of problems before beginning to solve them is so important for us because it will enable the organisation to know the root causes of the problems to be solved. This will provide us with the neccessary information to be used provide effective solutions to the problem and make informed decisions.
However, it will provide an informed approach and alternative approaches to solving the problem
I completely agree with this response---roots of a problem is important to know which direction to take your "solving" in.
If the work is "going well" ----what does that mean? Revisit what you are doing and look at your goals. Are your goals being met? IS problem being solved?
After completing Module 4, one question I still have about formulating and implementing a Theory of Change is if a Theory of Change process/document should replace, preceed or be part of a Strategic Planning process/document working from the mission and identifying and organization's/project's vision, objectives and related actions? Basically, how does the Theory of Change fit with wider nonprofit strategic planning?
I agree that a Theory of Change will have to change over time, whether you are successful in delivering outcomes or face unexpected or insurmountable problems. Society and life is never static so organizations need to keep focused yet also be prepared to adapt or pivot to wherever the need and potential to make change is greatest, no?
After completely Module 4, one question I still have about formulating and implementing a Theory of Change is how to go from the starkness of the worksheets, to developing a Theory of Change that can be placed in front of potential donors and key stakeholders. It feels very surface level and more an organisational strategy than a Theory of Change.
perhaps this is the rationale for the Pre-mortem exercise?
I would think that your pre-determined measurements of success would give you the hard data to assess how well things are going. For me, if things are 'going well', I'd be looking at answering the questions, 'how well is it actually going? What can I do to support creating even stronger outcomes? While things are going well, what are areas that we can still improve upon to create an even stronger foundation for future success and/or growth?
How do we know if our programs are truly having the impact we desire?
dynamic to the situation
No question at moment. Enjoyed the module. And I have always wanted to learn how to create a theory of change. This module helped me achieve that goal. Now I can support my organization create a good theory of change.
@LatishaL said in Module 4: Discussion:
How do we know if our programs are truly having the impact we desire?
@LatishaL said in Module 4: Discussion:
How do we know if our programs are truly having the impact we desire?
It would be important for you to set up indicators for your outcomes. That way , you will be able to track your progress/ impact.
@LatishaL said in Module 4: Discussion:
How do we know if our programs are truly having the impact we desire?
@LatishaL said in Module 4: Discussion:
How do we know if our programs are truly having the impact we desire?
The target should be timely because this will help you have a good timeline on when you want to start and end.
It's important to ascertain all that might go wrong such that an organization prepares itself in advance to tackle if or when those things go wrong.
after completing module 4 one questions i still have that what if do't have sufficient fund and no one will ready to help us.
After completing module 4 I have one questions is what is after implementing and executed our plan but then the beneficiaries denies to get this after fully benefitted out of it.
i agree with you.
true!! i was also thinking about it.
the question i still have about formulation and implementation of a theory of change is that how then can i make a strong relationship between different stakeholders to make sure its a success.
i think there u improve on your monitoring and evaluation strategies and revisit your implementation strategy to ensure you hit your ultimate goal.
Theory of change is a flexible methodology with a wide range of uses to underpin planning and evaluation throughout an organization.
I have the same question.
Undertaking this course has further equipped me to tackle some difficulties we are being faced in my organization.
Mainstreaming the premortem concept enables you to set priorities, see your problems from a solution perspective. It is working.
Mainstreaming the premortem concept enables you to set priorities, see your problems from a solution perspective. It is working.
I agree with you
After completing Module 4, one question I still have about formulating and implementing a Theory of Change is how many times could i go and modify it?
the most challenging part is to make it special for eachfunder, it isimportant to investigate
The impact is the main goal or the ultimate goal that your project wants to achieve, e.g reducing unemployment in a certain area.
I guess the question I still have is , am I ready?
I believe you can keep iterating, and learning; you can never go wrong. I have done a lot of learnings and still find it useful even 3 years later. I am even going to take a course on human centered design
C'est un module très instructif. On a tendance à faire des hypothèses quand aux besoins des bénéficiaires des programmes communautaires, mais cette session vient nous ramener à l'ordre.
Some problems seem to be having more than one ultimate outcome, can that be possible?
for what?
Is the change in behaviour of the beneficiaries of our project the result of the implementation of the theory of change alone?
In the theory of change, where is the column to state the resources needed for the implementation of the theory of change
After completing Module 4, one question I still have about formulating and implementing a Theory of Change is, it is all about assumptions. My question is, how about if my input does not lead to outputs or outputs does not contribute in achieving the outcomes? what should I do?
Is it possible to change or review my theory of change at anytime, if I feel like my outputs does not contribute or have an impact to my outcomes?
if the pre mortem problem and mitigation strategy is functional in theory but not functional prctically
After completing Module 4, one question i still l have about formulating and implementing a Theory of Change is on the level of detail for the activities - high level or in-depth. Plus i'd be interested to know how to blend a TOC into a Strategic Plan.
That's a great question; my initial thought would be that the Theory of Change would continue to evolve as you process through the activities and the outcomes become more refined.
After completing Module 4, one question I still have about formulating and implementing a Theory of Change is who can the organization turn to when needing help to guide this discussion?
I think activities should be detailed because carrying out the activities will lead to immediate outcomes that eventually lead to the ultimate outcomes. Having scanty details on the activity may jeopardize the ultimate outcomes
The answer to the following questions can help you understand the stakeholders to turn to to help define the direction of the project,
Identifies how your organization with reach the desired outcomes through activities and output.
One question I still have after the theory of change and implementation is what if after the pre-mortem the organisation still cannot implement due to religious norms
After completing Module 4, one question I still have about formulating and implementing a Theory of Change is Intermediate outcomes how can be described best possible?
@Immaculate-Mic I think is a very sensitive topic, and maybe try to find the best way possible that the religion can support, help or share at the same way the solution of the problem. In which way how you spiritual side can help and support to improve your quality of life?
@Immaculate-Mic I think is a very sensitive topic, and maybe try to find the best way possible that the religion can support, help or share at the same way the solution of the problem. In which way how you spiritual side can help and support to improve your quality of life?
In the flow of the logic outputs lead to the outcomes which leads to the impact. And so if they are answering then this means the outputs should be defined well
That is what Monitoring and evaluations address during implementation.
маловероятно
How do you handle complex situations where a cause results in multiple effects?
After completing Module 4, one question I still have about formulating and implementing a Theory of Change is what if we want to incorporate more activities later on. Also what if we want to adjust the Theory of change.
it is always a learning curve. Some ideas or practices might be blurry at the initial phase but as time goes on, I believe they become clear. So you can keep modifying with time.
Can the I amend the theory of change in future? Maybe by adding more activity in order to have my intermediate and ultimate outcome.
You can try another method.
After completing Module 4, one question I still have about formulating and implementing a Theory of Change is how detailed should all the activities be in the Implementation part ? Do we have to put down the main activity will all subsequent steps leading to the implementation of that activity ?
Replay for better communication
After completing Module 4 course on Theory of change, I have come to realize that it is the best approach to summarize the reason for an organization's existence and purpose. Through it, I have been able to foresee the implementation plan for KEDDO in the next 20 years as we seek to enhance inclusion for children and persons with developmental disability.
The good thing about ToC is that it is never static, you can subject it to regular reviews as you learn more about human centered project design.
What happens if all steps, activities and inputs are disjointed and the outcomes are just as they are planned.
Yes by all means.
The Premortem is an excellent tool for create solutions before problems arise. I can see how systems thinking would be extremely helpful with this process and would like to deepen my understanding with that regard.
@WOMONDIO8 said in Module 4: Discussion:
After completing Module 4 course on Theory of change, I have come to realize that it is the best approach to summarize the reason for an organization's existence and purpose. Through it, I have been able to foresee the implementation plan for KEDDO in the next 20 years as we seek to enhance inclusion for children and persons with developmental disability.
@WOMONDIO8 said in Module 4: Discussion:
After completing Module 4 course on Theory of change, I have come to realize that it is the best approach to summarize the reason for an organization's existence and purpose. Through it, I have been able to foresee the implementation plan for KEDDO in the next 20 years as we seek to enhance inclusion for children and persons with developmental disability.
Great! I agree.
The difference between Intermediate outcomes and the final Intermediate outcomes
I wonder how this may happen. Remember an ultimate outcome is just a clear goal of your project against which you do report your progress to all your stakeholders. So I believe if other casual links have been disjointed, the ultimate goal can not be achieved therefore cannot be the same as planned.
That's just my opinion my fellow learner
What if the entire scope of the project/program has to change for some reason? Can the Theory of Change be altered significantly is major problems occur?
I agree; I think that the premortem is an extremely useful tool.
I still don't understand why in Theory of Change, the goal of my organization is not so clearly indicated, as it is in the Logic Framework.
How detailed and wide should all our activities be in the implementation part? And how to achieve our ultimate outcomes easily.
Outline the activities and the steps you'll use in implementing each it
I need to make sure my flow is easily understandable by making sure it is clearly understood/
I think about of flow but one must do back round work for details to create the flow.
I feel the the flow of the problem and mitigation strategy is keep. In the exercise there was very limited space however when you see the main points it will give you an ideal of the flow. The bolts and nails will be exposed with a larger draft.
One would surely would need to re evaluate everything. A close study why are things working so right. Look at pros and cons and step back to see why things are working correctly in your eyes. View implementation and make sure steps are not missed and outcomes.
The theory of change of a project describes why change is needed and how it will happen. Simply put, this includes identifying how you would like to change the current situation around the identified problem, and how you think you can help that change happen through your project.
I feel like I understand the theory of change pretty well, I just want to play around with implementing it now!
Right, I have a similar question. How much detail do you go into? I think it depends on the organization, and the discussion around the model itself.
After completing Module 4, one question I still have about formulating and implementing a Theory of Change is that: how to create a standardized approach to implement theory of change from top down or at a program level. (for someone who manages multiple programs and projects).
I agree, Theory of Change should be part of organization wide practice and employees should be introduced as early as during new hire orientation.
After completing Module 4, one question I still have about formulating and implementing a Theory of Change is Impact