Putting Theory of Change into Use in Complex Settings
Keywords:Accountability, learning, results-based management, participation, impact pathways, adaptive management
This paper argues that theory of change can be used to help stakeholders in agricultural research for development projects collectively agree on problems and visions of success. This helps them feel greater ownership for their project, motivation to achieve outcomes, and understanding of how to do so. However, the dynamic is damaged if projects are pushed to be too specific too early about the outcomes for which they are to be held accountable. This is most likely to happen when system response to project intervention is uncertain, as opposed to projects that work with existing pathways and partnerships where the role of research is well established.
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