Organisations that value their reputation, their legacy and that want to be on the right side of history need a story about how they are contributing a positive impact. They need a story that they can tell with a sense of pride and that can bear external scrutiny.
An Introduction to Theory of Change Organisations typically have a stated purpose, a written strategy a set of activities and procedures for getting things done. However, many organisations will struggle with getting consensus on the story of how what they do moves them closer to their purpose. This is where Theories of Change are useful.
Responding to events does not require a lot of thinking. However, engaging with patterns requires a capacity to think broadly and comprehensively – across time and space.
The torrential flow of learning is disorientating, confusing and renders us less capable of informed action. An effective learning infrastructure enables organisations to balance learning flows with a stock of learning. All flow and no stock makes organisations stupid!
Learning cultures have the capacity to agree to everything – that does not mean they must agree with everything. Change flows and when everything is seen. Once difficult perspectives are aired and respected they lose their grip on the agenda and learning grows.
Organisations and teams are similar. Being able to stop is essential for moving ahead. Stopping enables learning. Lots of busy action is not the same as movement. Movement only starts from stillness.