Strategic Thinking, Design and the Theory of Change

Edited by Luca Simeone, Associate Professor of Strategic Design, Department of Architecture, Design and Media Technology, Aalborg University, Denmark, David Drabble, University of Strathclyde, UK, Nicola Morelli, Professor of Service Design and Amalia de Götzen, Associate Professor of Service Design, Department of Architecture, Design and Media Technology, Aalborg University, Denmark

‘Strategic Thinking, Design and the Theory of Change offers a novel and exciting contribution to nudge transformation towards a more sustainable, inclusive and equitable society. The book will be important reading when designing impactful and transformational social interventions. I warmly recommend the book introducing and concretizing topics such as designerly perspective, scales of action, participation and complexity in the context of the Theory of Change.’

• Contents:1 Introduction to Strategic Thinking, Design and the Theory of Change (Simeone, Drabble, Morelli and de Götzen)PART I FOUNDATIONS OF THEORY OF CHANGE2 The conceptual and operational foundations of Theory of Change in relation to strategic thinking (Drabble, Allen, Morelli, de Götzen and Simeone)3 Interactive strategy-making: dynamic adaptation with links to design thinking and Theory of Change (Andersen)4 Theories of Change and results-based management for the sustainable development agenda (Hendrickson and Henrysson)5 Theory of Change from formulation to evaluation: a critique on the operationalization of the logic model (Foglieni, De Salvo, Cagnin and Maffei)PART II DEVELOPMENT OF A THEORY OF CHANGE6 Deriving benefits from Theory of Change for innovation programming in the public and private sector (Hayward, Bierman and Baxendale)7 Developing a bespoke Theory of Change: drawing on complexity science to strengthen the application of the public value framework in the UK Department for Environment, Food and Rural Affairs (Defra) (Bagherli, Macmillan, Jones, Hejnowicz, Gilbert and Macleod)8 The Theory of Change of a social activation and experimentation team (Zucker, Petkiewicz, Puskas and Boyle)PART III THE VISUAL DIMENSION OF THEORY OF CHANGE AS A STRATEGIC TOOL TOWARDS IMPACT9 Visualizing strategy through Theory of Change: the DESIGNSCAPES case (Simeone, Morelli, Drabble and de Götzen)10 Global challenges research fund: using Theory of Change as a strategic framework to guide research and innovation for development impact (Vogel and Barnett)PART IV COLLABORATIVE AND MULTIFACETED ASPECTS OF THEORY OF CHANGE11 Change, as told, interpreted, implemented and strategized (Kaszynska and Thorpe)12 Capturing the ‘additionality’ of temporary use in urban regeneration: a narrative and multi-level Theory of Change for participatory urban futures (Martelloni, De Somer and Wagemans)13 Multiple Theories of Change for innovation governance (Barroca, Di Dio, Marsh and Schillaci)PART 5 USING THEORY OF CHANGE IN CONJUNCTION WITH OTHER METHODS AND FRAMEWORKS14 Simplifying the Cat’s Cradle: Using Theory of Change with a Behaviour Change Model to Develop New Strategic Thinking for a UK Animal Welfare Charity (Terry and Stephens)15 Does Our Theory Match Your Theory? Theories of Change and Causal Maps in Ghana (Powell, Copestake, Remnant, Larquemin and Avard)16 Identifying Leverage Points for Systemic Change: A Strategic Approach Using PLR and Theory of Change (Lindenfalk, Resmini, Drabble and Simeone)17 Some Theories of Change behind and within Transition Designing (Tonkinwise)18 Portfolio Stencils: Action Genomes for Theories of Change (Gatti)19 A Theory of Change for Industrial Transformation: The case of the TCBL project (Marsh, Cullen and Junge)Index