Version User Scope of changes
Jun 24 2009, 9:33 AM EDT (current) mikicesari 10 words added, 4 words deleted
Jun 14 2009, 2:55 PM EDT chachabooth 315 words added, 7 words deleted

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In a results-based logic, a project/initiative always starts from where it wants to go and based on that selects the tools it will use to get there. This activity will look at exactly these tools for change - what do we do to reach the vision of success? Examples for tools for change would for example be: capacity-building in conflict analysis, inter-group dialogue, peace education, etc. These can also be called "activities".


Purpose:
  • To identify tools for changechange;
  • To reflect their change potential (How and why can they bring about change?)
Participants:3-8/9

Time: 60-120 min.

Materials:
  • Flip charts charts;
  • Marker penspens;
  • Masking tape
Process:1. Give a recap of what was done so far, remind of the results-based management logic (see above) and say that you are now going to focus on the conrete tools the peacebuilding initiative wants to use to bring about the desired changes. Also, make sure that there is a common understanding of what is meant by 'tools for change'. Brainstorm some examples if necessary.

2. Ask participants to build two groups with the task to discuss what - in light of the previous steps - would in their view be effective tools for change. Ask them to list their tools on a flipchart.

3. Stick the flipcharts of both groups to the wall. Bring them together in one overview list, just naming the name of the tool. Consider creating categories of tools (it could be that different terms are used to describe one tool).

4. Now, lead a group discussion, focusing oneon each tool one by one:
  • Let the group describe the tool in more detail: How does the tool work?
  • How is the tool connected to the vision of success?
  • Why do we believe this tool can bring about change?
5. Depending on the number of tools listed, it might be necessary to discuss with the group, whether all tools are equally important for reaching the vision of success? Is it maybe necessary, to prioritise?

Note:
Often, the organisation you work with has a specific portfolio of peacebuilding tools that were used in other projects before. It would be good for you as facilitator to have an overview of these. You can use this knowledge to encourage thinking and reflection.

The vision of success - the 'guiding light' of the design of the project - should be visible to all participants throughout the session.

Handout(s):
Source(s):chachabooth@gmail.com



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