Bill Brown's List: THEORIES OF CHANGE

network theory of govrnance

complexity as applied to organisations

"The NHS Change Model has been created to support the NHS to adopt a shared approach to leading change and transformation.
We need to understand what needs to change and why to make the NHS the best quality service for the best value, sustainable over time.  The NHS Change Model is not rocket science – it brings together what we know helps make change happen.  It informs how we make change happen and who needs to be involved."

"The Swinburne Institute has strong national and international links with researchers and policymakers from around the world. It hosts a node of the Australian Research Centre (ARC) Centre of Excellence in Creative Industries and Innovations, the Cooperative Research Centre (CRC) for Spatial Information, CRC for Low Carbon Living, is a centre of the Au"

SIRC is an independent, not-for-profit organisation based in Oxford, UK. We conduct research on a wide range of social topics and combine robust qualitative and quantitative methods with innovative analysis and thinking. We also conduct continuous monitoring of social and cultural trends. You will find most of our recent reports and articles in the Publications and Articles sections.

 The u theory of change 

Numerous Campaign Strategy Newsletters have reported on how people’s unconscious motivational values affect development of ‘issues’ and responses to offers and asks, at an individual level.  At a group or national level, the relative proportions of the ‘Maslow Groups’ of Settlers, Prospectors and Pioneers, and within them the twelve distinct Values Modes, affects the ‘tone’ of a society, affects it’s priorities and reflexes, and dynamics such as the acceptance or rejection of change, innovation or upkeep of traditions.

Our Values are the nest of beliefs and motivators - largely subconscious - that underpin our attitudes to almost everything we encounter. They are tied directly into our emotions, not our rational faculties. They are what so frequently make us choose something or perform an action before we have really thought about the consequences

t is with great happiness that we launch the new site for the Fibreculture Journal. Many thanks to Mat Wall-Smith, our Journal Manager, for setting up this far more flexible platform. It's been an enormous amount of work, but it's been worth it. With this platform, we hope to foster a more complex and rewarding engagement between the journal, our readers and our authors. We also hope to challenge the nature of all three. It is perhaps fitting then in many ways that our first issue on this new platform is the Counterplay issue, edited by Michael Dieter and Tom Apperley. This issue takes up 'unruly innovation' as 'an intrinsic dimension of gaming'. It analyses 'the contingent and transformative dynamics unleashed by games'.

As we define it, a Theory of Change defines all building blocks required to bring about a given long-term goal. This set of connected building blocks–interchangeably referred to as outcomes, results, accomplishments, or preconditions is depicted on a map known as a pathway of change/change framework, which is a graphic representation of the change process.

Built around the pathway of change, a Theory of Change describes the types of interventions (a single program or a comprehensive community initiative) that bring about the outcomes depicted in the pathway of a change map. Each outcome in the pathway of change is tied to an intervention, revealing the often complex web of activity that is required to bring about change.wpabrown
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Funnell, Sue C., and Patricia J. Rogers. Purposeful program theory: Effective use of theories of change and logic models. Vol. 31. Jossey-Bass, 2011.

Creating shared value involves value creation for business that simultaneously yields more profit and greater social impact, resulting in powerful transformations and opportunities for growth and innovation in both business and society. The concept of creating shared value focuses on the connections between societal and economic progress, and has the potential to unleash the next wave of global growth and competitive advantage. Read the full article below. Published in Harvard Business Review, January/February 2

Integration and Implementation Sciences - I2S - is a discipline providing concepts and methods for conducting research on complex, real-world problems. It is concerned with:

Synthesising disciplinary and stakeholder knowledge,
Understanding and managing diverse unknowns, and
Providing integrated research support for policy and practice change.
This website provides information about I2S resources and activities, especially:

PERii's Evidence-Informed Policy Making component (EIPM) works to increase uptake of research in policy making. We work with a range of policy makers and influencers to build the demand for research information. In addition, we work with researchers to improve their ability to provide relevant information to policy makers.
the smith family address nd wabro2011

Advocacy - speaking up on behalf of others who, for whatever reason, do not have a voice - is an effective way of influencing people in power. It can range from a child defending her orphaned cousin against stigma or actors living with HIV/AIDS performing a drama about their rights.
This toolkit, produced jointly by the Alliance and the International Council of AIDS Service Organizations (ICASO), shows NGOs and CBOs how they can use advocacy to influence people in power, to create an environment that protects the rights, health and welfare of everyone, whether HIV positive or negative. It sets out to build practical skills, provide a training resource and continue learning.

The Participation, Power and Social Change (PPSC) team at IDS works in partnership with diverse collaborators from around the world to generate ideas and action for social change.
Citizens and their organisations, policymakers, development workers and researchers are increasingly appreciating that standard recipes for managing the complexity of our inter-connected world have not worked.
Through research, innovation and learning in rights-based and participatory approaches, we work with people to identify and implement alternative approaches to social change that respond to local situations and bridge operational practice with research and policy change.
Our work intends to help tackle the power inequalities that create crises and sustain poverty and injustices through the suppression of alternative or marginalised voices.