Search

The Theory of Change approach aims to clarify the underlying logic of an intervention by first identifying the problem addressed and the desired outcome, and then backwards mapping the actions taken and the expected results and outcomes. In so doing, it aims to simplify the expression of intermediate goals and indicators and provide a common reference for the participants and stakeholders of the intervention itself. As such, it is similar to corporate ‘mission statements’ in that it aims to provide a single, unifying description of the what, why and how of an intervention. By framing the approach in terms of the ‘change’ required as a means of addressing a problem, Theory of Change is essentially a tool to frame innovation processes. Indeed, one of the goals of Theory of Change is to identify the mechanisms linking actions to results and outcomes, which in turn can be linked to different dimensions of innovation processes, from the technological to the social and behavioural. In this regard, Theory of Change serves as a tool to support the governance of innovation processes, aiding stakeholders in finding a common ground for consensus. This however opens up a possible issue in applying Theory of Change: does the simplified model accurately reflect the various standpoints of stakeholders and the multiple dimensions of the innovation involved? Indeed, since Theory of Change is often defined and developed by ‘external’ stakeholders – often in the context of process evaluation – there is the risk that participants may not fully understand the concept despite the apparent simplicity of the approach. This may lead to relatively passive participation in the initial definition of the Theory of Change, with the hidden presence of ‘alternative’ theories that struggle to gain legitimacy. This chapter explores an attempt to embrace that risk as an opportunity, in an effort to support the emergence of different Theories of Change so that stakeholders can transparently confront their different hypotheses and worldviews. The resolution of these differences was a question of the broader governance dynamic within different stakeholder communities rather than an exercise of ‘cleaning up’ the Theory of Change itself. The occasion to test this approach was provided by an EU-funded project – MUV: Mobility Urban Values – that involved experimenting with a game-based approach towards changing mobility behaviours in six European pilot contexts.

In the last few years, the debate among designers and sustainability experts has brought attention to many different behavioural change approaches and techniques and particularly on “gamification” processes able to better motivate and engage students or even nudge people (consumers) to more environmentally and socially responsible habits (Mousumi, 2021).But since 2011, most of the contradictions about “gamifying” boring or unpleasant experiences have been loudly shared by game designers and thinkers worldwide (Bogost, 2014). It seems that the goal of changing people’s unsustainable behaviours can be achieved by designing brand new sustainable experiences instead of gamifying the unsustainable ones (Yusoff and Kamsin, 2015).This change of perspective represents the foundation of applied games, and it has been deeply studied during the applied research MUV2020 (723521 – muv2020.eu), led by the PUSH design laboratory within the Horizon2020 framework in the field of sustainable urban mobility (Di Dio et al., 2020).From June 2017 to August 2018, the research consortium has run extensive user research across Europe and developed a mobile app game based on the main gain mechanic of recording personal urban travels and a game narrative of sport.From September 2018 to February 2020, the consortium had run several tests in more than 20 cities to study the value of different interactions in terms of engagement and sustainability impact.After the COVID-19 outbreak, further experiments have been carried out by the research project spin-off’s MUV Benefit Corporation (muvgame.com). Thanks to more than 16.000 downloads, 500.000 kilometres recorded, and the CO2 reduction algorithm (validated in April 2020 according to ISO 14064-2), this contribution shows how various game dynamics nudged, with a different rate of efficacy, MUV’s players commuting behaviours.This contribution will extensively deepen applied and persuasive games, MUV App user research and game design, actual field data analysis on engagement rate and sustainable impacts.