I have been involved in leading and facilitating local, national and global advocacy Theory of Change (ToC)processes. For those in the development business everyone knows Theory of Change as the new fuzzword. Simply though Theory of Change is just an explanation of how change happens. In my experience it has been the construction of a diagram or flow chart explaining how one change leads to another to achieve a certain outcome. Below are some of the main points of the advantages a ToC can bring when setting up your advocacy campaign:
We cannot save the world single handedly...
ToC helps teams understand what changes need to happen to achieve their ultimate goal. As there are many actors that contribute to achieving this goial, it provides a reality check that that team cannot do it all. One of the first mistakes campaigners make is thinking they can save the world single handedly. ToC therefore pushes teams toward their strengths and focuses whilst looking at what partners and other actors are in their space to achieve designated goals.
Operationalising strategy...
In many development and advocacy projects I have commonly seen teams move from identifying problems straight into doing activities. The ToC process allows a process of identifying issues and analysing changes that informs a strategy to be operationalised. That is, once changes are agreed upon then a strategy and associated activities can be set up to affect that change. This stage is often called a Theory of Action (ToA) and it allows teams to analyse how change happens, where they should try affect change and what their organisational strengths and niche may be.
Beyond crystal ball gazing...
I have found that a ToC process has far greater advantages than a crystal ball foretelling the future. ToCs are often unfortunately used by many as static truths of an ever-changing world. Obviously used this way there is little difference between this and the old model of just identifying problems and then engaging on a range of activities. I contend that the ToC process has many advantages beyond just setting up a considered strategy on a colorful diagram.
Communication tool...
For large global campaigns the ToC is an excellent communication tool. That is if the ToC diagram is complemented with a narrative to explain how change is expected to occur and what will happen to affect that change, then different actors from senior directors to field staff from a range of disciplines can easily see where they fit in. Often change is resisted and animosity can reign as has been the case between traditional development programming and advocacy staff. Development programmers think advocacy people just go to meetings and talk and advocacy people think development programmers only deal with the symptoms not the solutions of poverty. If done properly the ToC process can validate and encourage greater collaboration across multi-disciplinary and multilayered teams.
Unifying tool...
For locally and nationally driven campaigns that encompass teams of up to 30 staff I have found the ToC process as one of the most powerful unifying tools I have worked with. One of the reasons is that identified in the previous paragraph, however there are more. When a group sit together and develop a ToC they must work through assumptions of how change happens and how it can be positively affected. This is usually a long and difficult process but when facilitated well people get to really work through their own capacities, the teams vision of change and a common understanding of the world around them. Often you find in advocacy views of revolution mixed with quiet diplomacy and it is important to unpack these.
Whatever you reckon!
There are very few ultimate truths in community development and so campaigners are continually challenged to kick goals in a world of moving goal posts. Obviously the most accurate ToC is established upon expert advice and close analysis of the issue at hand. However, I would contend that a ToC established by experts with in-depth analysis and not reviewed regularly, is less useful than a ToC established by amateurs but used as a working tool within the campaign. The ToC is ultimately a monitoring and learning tool and should be looked at regularly to continue to unite the campaign group, as well as refine strategy and activities as change occurs in the world around them. The ToC may not predict the future but it helps agreement on 'whatever you reckon' and used that way it can be a powerful driver within advocacy campaigns.
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