The category defining includes design tools that can help plot a course
Each tool lets you look in a different way at impact and how it can be achieved. This provides guidance for your process, your strategy or your search for solutions. You can get the most out of the tools if you already have data and insights and have analysed or structured these.
A number of general principles apply to each tool in the category:
- Use defined goals, models of change and outlooks for a compass, not for a roadmap: allow for enough room to diverge from your course.
- Use these tools to set a direction, but also to consult with the target group, client or other stakeholders. They help provide clarity, prioritise and achieve agreement.
- Examine how you can create suitable combinations of tools from this category, as well as other categories.
Design tools
What
A theory of change is an articulation of the outcome you aim to achieve and the logic through which this outcome can be realised.
Why
A theory of change forces you to think about the dot on the horizon, as well as the path towards it. This helps to create focus, set priorities, take targeted action, and evaluate that action. At the same time, it makes the potential risks visible and requires them to be taken into account.
How
- Lay out the structure of a theory of change on a whiteboard, flip chart, wall, or table, or use the example template.
- Describe the issue or problem you are designing a solution for and identify contextual factors that make the issue complex.
- Define the desired outcome(s) you aim to achieve with your solution and identify which preconditions are needed to make this possible.
- Identify the change mechanisms that need to be set in motion to realize these outcome(s), and examine which assumptions these are based on.
- Determine the type of solutions that could trigger these changes and reflect on the possible risks associated with these types of solutions.
- Identify indicators that can be used to assess the effectiveness of the types of solutions, as well as indicators that can be used to map any risks.
- Take a step back and look at the theory of change from a distance. How realistic is the desired change? What is crucial in this? And what must be avoided at all costs? Is anything missing? Supplement the theory of change where necessary.
Template theory of change
What
An interaction vision describes, by means of an analogy, how your solution brings about a particular outcome.
Why
Formulating an interaction vision helps you think about the qualities and characteristics a solution needs to have. The analogy makes this tangible and relatable, while also stimulating creativity.
How
- Describe the issue or problem and the target group for whom you are designing a solution.
- Define the desired outcome(s) you aim to achieve with your solution.
- Think of analogies that aptly describe the qualities and characteristics of the solution. To find an analogy, complete the following sentence: The solution should work like / be comparable to ...
- Identify the elements of the analogy that make the description so fitting.
- Formulate your interaction vision: To achieve [outcome] for [target group], the solution should work like [analogy], in other words, it should have the following qualities: [qualities]. For example: To create mutual understanding between quarrelling neighbours, the solution should work like a peace pipe; in other words, it should have the following qualities: symbolic, restorative, and respectful.
What
A programme of requirements and wishes is an inventory of criteria that a solution must meet.
Why
A programme of requirements and wishes defines the boundaries of the solution space. This helps to generate widely supported solutions, as well as to choose between different alternative solutions.
How
- Identify the various direct and indirect stakeholders whose perspectives are important for developing a solution.
- Inventory the ambitions, wishes, desires, and needs of these stakeholders.
- Categorise the inventoried ambitions, wishes, desires, and needs.
- Based on these ambitions, wishes, desires, and needs, formulate clear criteria and assign them to the different categories.
- Prioritise the criteria, distinguishing between requirements and wishes. Requirements are the “must-haves”; wishes are the “nice-to-haves.”
What
Strategic reframing is the process of anticipating possible future scenarios and, based on them, formulating a strategy.
Why
Many issues and problems are subject to change. Strategic reframing helps you clarify this change, identify opportunities and risks, and then anticipate them.
How
- Inventory social, economic, ecological, political, social or demographic factors - trends and developments -that directly or indirectly influence the issue.
- Consider how these factors will affect the issue over the next 20 years.
- Select the two factors that may have the greatest impact on the issue and define two extremes for each: what if this development does not continue at all, and what if this development fully unfolds?
- Place these extremes opposite each other in a matrix. This creates a basis for four different future scenarios, depending on how these two factors develop.
- Elaborate on the four future scenarios. What does the issue look like in each scenario? What opportunities and risks does each scenario entail?
- Formulate one or more objectives or desired outcomes for your project or solution, taking into account the four possible future scenarios.
What
SMART goals are specific, measurable, achievable, realistic and time-bound. A proven method for efficiently achieving results.
Why
Formulating goals that meet the SMART criteria lays the groundwork for an efficient and effective approach.
How
- First, decide what you want to achieve. What is your ambition? What goal do you want to achieve?
- Next, use the SMART criteria to concretise this ambition or goal:
- Specific: Are the five Ws (what, who, where, when and why) clear enough?
- Measurable: How do you know you have achieved your goal? Which results are visible?
- Acceptable: Are you yourself behind this goal? Are all the other relevant stakeholders?
- Realistic: Which steps need to be taken to achieve this goal? How doable is this, given the available time and resources?
- Time-bound: When must the goal have been achieved? What must be done for this and when? Which intermediate steps and milestones can be identified?
What
GROW stands for goals, reality, options and obstacles, and the way to get there. It is a widely used model for exploring and weighing options for taking action.
Why
GROW is often used during teamwork. It helps you set goals together, decide which actions need to be taken to achieve these goals and which obstacles need to be overcome.
How
- Define goals that are as specific as possible. What is the goal to strive towards?
- Consider the current situation. Where are you now? What is the difference between the current situation and the goal?
- Explore options and possible obstacles. Which actions can help achieve the goal? What are the pros and cons of these actions? Which obstacles do you think you will run into? How can you deal with these?
Set out the route towards achieving the goals. Which actions do you prefer? When will you take them? Who or what is needed for this?
