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STEPS/Centre for Development Impact seminar, 25 April 2013.
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Using ToC to lever change
Boru Douthwaite
STEPS/CDI Seminar, University of Sussex, 25 April, 2013
Impact pathways matter
Mechanism
• Using Realistic Evaluation definition (Pawson and Tilley, 1997)
• The mechanism– Make ‘theory in use’ explicit– Reflect on its validity– Narrow gap with ‘espoused theory’ (Argyris & Schön 1974)– Start to change mental models
Outcome
Mechanism
InterventionTriggers
Context
Intervention triggers a mechanism to produce impact in a context
The mechanism through a systems perspective
Intervention 1: Innovation Histories
Participatory Innovation Histories
Experience with Innovation Histories
• Worked well – Researcher learning– Depth of insight– Theory building– Triggers other mechanisms
• Didn’t work so well – Changing practice– Shared learning
• Insight– Politics– Rear view mirror smaller than windscreen
CPWF’s need for ex-ante impact assessment
Intervention 2: PIPA
• Innovation histories written from the future• Synthesis of concepts and tools from:
– Program Evaluation Renger and Titcomb (2002) – problem trees Chen (2005) – program theory Mayne (2004) - performance stories Douthwaite et al. (2003 and 2007) – impact pathway evaluation in
integrated weed management in Northern Nigeria
– Innovation histories Douthwaite and Ashby, 2005
– Appreciative Inquiry Whitney and Trosten-Bloom, 2003
– Social network analysis Cross and Parker, 2004; Rick Davies
Workshop Road Map
1. Problem Tree
2. Outcom es Tree
3. Vis ion
6. Project im pact pathways
4. "Now"network m ap
W hat the pro j ect should helpachieve
Currentarrangement ofactors w orking onPH in Cambodia
Helps understand case rationaleand w hat needs to change
Prob
lem
an
alys
isIn
teg
rati
on
5. Key changes requiredto achieve Vis ion
Sta
keh
old
er
ana
lysi
s
The changes the pro j ect can help achieve, w ho w ill change andpro ject strategies to bring changes about
I ntroduction to new Project ( incl. Learn ing AllianceConcept) , I ntroductions, Expectations
Discussion of how a Learning A lliance m ight work
PI PA Process to surface and com m unicateproject im pact pathways in V ietnam
Next S teps
W orkshop Evaluation
Constructing a Problem Tree
Drawing Network Maps of who is funding, carrying out the research, scaling-out and scaling-up project outputs
Adding ‘Power Towers’ to show differing influence of actors
Developing a Scaling Strategy (Table 2)
Describe the most important
differences between the two networks
Why is the change important to
achieve the vision?
What are the project’s strategies for achieving the
change?
Exercise
6a
Outcome Logic Model from Workshop Outputs
Reflection on PIPA
• What works well– Space for reflection– Provides a language, set of concepts to link research to
impact– Built a contending coalition
Happy synchronicity • What didn’t work so well
– Making OLMs a contract requirement
It is all about the timing …
Next Steps
• Revive PIPA– Web site– Community of practice
• Measuring the impacts of PIPA• In CGIAR Research Program on Aquatic Agricultural Systems
– PIPA adapted • In STEPS?• STEPS/CDI – AAS Collaboration?