Change Theory

A theory of change is a planning, participation, and evaluation process that companies, philanthropists, nonprofits, governments, and groups go through to promote social change. The term theory of change was coined by Peter Drucker in his 1954 book, The Practice of Management. He defined it as a form of management by objectives whereby organizations identify and follow high and low order goals in order to meet their objectives. But what is a theory of change exactly? How has the term and practice evolved? And what are its major setbacks and limitations?

Tremendous forces for change are radically reshaping the world of work. Disruptive innovations, radical thinking, new business models and resource scarcity are impacting every sector. Although the scale of expected change is not unprecedented, what is unique is the pervasive nature of the change and its accelerating pace which people in organizations have to cope with. Structures, systems, processes and strategies are relatively simple to understand and even fix.

For all of neuroscience's advances, we've made little progress on its biggest question: How do simple cells in the brain create intelligence? Jeff Hawkins and his team discovered that the brain uses map-like structures to build a model of the world - not just one model, but hundreds of thousands of models of everything we know. This discovery allows Hawkins to answer important questions about how we perceive the world, why we have a sense of self, and the origin of high-level thought.

Seeing What's Next is a framework for predicting industry winners and losers. Every day, individuals take action based on how they believe innovation will change industries. Yet these beliefs are largely based on guesswork and incomplete data, and can lead to costly errors in judgment. Internationally renowned innovation expert Clayton M. Christensen and his research partners, Scott D. Anthony and Erik A. Roth, present this guide for predicting outcomes in the evolution of any industry.

Donors, leaders of nonprofits, and public policy makers usually have the best of intentions to serve society and improve social conditions. But often their solutions fall far short of what they want to accomplish and what is truly needed. Moreover, the answers they propose and fund often produce the opposite of what they want over time. We end up with temporary shelters that increase homelessness, drug busts that increase drug-related crime, or food aid that increases starvation.