When theory of change becomes practice | IDR
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Most nonprofits craft a theory of change as a planning ritual, then ignore it — this piece dissects why the gap between blueprint and decision-making persists and how to close it.
Theory of ChangeImplementation TheoryOrganisational LearningPrincipal-Agent Problem
Theory Briefing
- Most organisations build theories of change but rarely consult them when making real strategic decisions.
- The gap between planning documents and practice reveals a classic implementation failure rooted in organisational inertia.
- Bridging theory and action requires embedding the theory of change into everyday decision loops, not annual reviews.