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This chapter focuses on a specific application of Theory of Change, mainly in light of its potential to visually model and communicate the underlying logic of a complex design and innovation project. In particular, the chapter examines how the visual representations of Theory of Change carried out within this project had contrasting purposes and, therefore, experimented with varied ways of displaying the key assumptions, activities, outputs, and outcomes of the project by operating on visual elements such as scale, texture, color, transparency, layers, patterns, grids, and modularity. Reflecting on insights from this case, the chapter presents some considerations on how Theory of Change can be used to visualize strategy.

This book offers insights into how the Theory of Change framework can be effectively employed in a wide range of social interventions. Presenting its potential to support strategy and strategic thinking, this book offers an entry point to understanding how Theory of Change can be applied beyond the typical domain of aid projects.

The chapter introduces the history and basic vocabulary of Theory of Change and a few common ways of conceptualizing it. Theory of Change was originally conceived as a graphical and conceptual framework for the articulation of actions and the evaluation of their effects. This framework is made easier to create using a shared structure and grammar that helps participants to engage with and read across different Theories of Change. The chapter emphasizes that, while there is a shared vocabulary, the common ‘palette’ does not determine the design of a Theory of Change and each element is used for different strategic and design purposes. After illustrating some core strategic thinking processes that can be beneficial while designing social interventions, the chapter discusses how Theory of Change can be used to support such processes. For instance, the flexibility of Theory of Change facilitates its use in planning, management, evaluation and scaling up/out.