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| Version | User | Scope of changes |
|---|---|---|
| Jul 2 2009, 8:49 AM EDT (current) | chachabooth | 605 words added, 2 words deleted |
| Jul 2 2009, 5:54 AM EDT | chachabooth | 128 words added, 3 words deleted |
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This activity is meant for working with teams on the planning of a project or programme. It builds on the exploration of theories of change and asks from there: Which steps are necessary to reach our vision of success? (i.e. What is our road map to change?)
| Purpose: | To develop the results chain for a project or programme in a team process |
| Participants: | 3-8 Participants should be made up of all or key members of the team working with the project, management should ideally also be included. |
| Time: | Depending on the nature of the project. At least one 2-hour session, can take several more sessions. A longer break between several sessions might be necessary. |
| Materials: | Flipcharts and/or whiteboard Marker pens Masking tape or magnets A4-PapersA4-Sheets in different colors Handout that summarises theories of change.change for the project. Handout "Results chains as road maps to change" |
| Process: | 1. Give a recap of what was done so far, more specifically the vision of success and the theory/theories of change behind it. It is recommended to have had prepared a summary handout. Now, the next step in the planning process is to be taken: developing results chains that show in more detail how the vision of success is to be reached. 2. Make the vision of success visible for everyone, for instance on a whiteboard in front. Organise participants - if the group size allows - in two groups and assign the task: Based on previous steps, the groups should work together and brainstorm what steps have to occur for the vision of success to materialise. Emerging ideas should be noted on flipchart papers. Give sufficient time to groups to think thoroughly, and walk the room in order to assist. 3. Ask each group to give a recap of their brainstorming (with the help of their flipcharts). The flipcharts can be displayed on the walls and the most important ideas can be highlighted. 4. Now, lead the group through the actual development of the results chain on the wall, using the A4 sheets in different colours with masking tape or magnets to arrange the elements. This way they can be moved around until the right place in the results chain is found. To keep the process going, it can be helpful to develop a frame by placing the vision of success in top position and the tools for change - i.e. activities - at the bottom. 5. When you facilitate, go back to the group brainstorming in step two, by writing elements on A4-sheets and trying to place them in the chain that is developing on the wall. Facilitate the group discussion, by asking simple questions, e.g.:
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| Note: | The activity works best if the group is acquainted with results chains. If this is the first time a group works like that, use activities to digest the content first (at least one) and then start working on the results chain. When developing results chains, be flexible (for instance with regards to the number of levels that you include). Try to keep it simple, expected results should be concrete and easy to understand. Try to be as specific in the formulation in results chains. The results chain is very important for the following steps of PME&L. These following steps also provide the opportunity to test and refine the chain of results. |
| Handout(s): | Summary of theories of change "Results chains as road maps to change" |
| Source(s): | chachabooth@gmail.com |
