Theory of Change processes for networks are as critical as those for civil society organizations. They allow us to reflect on the impact we want to achieve with our work, clearly define our objectives, and take the necessary steps to achieve them.
Arianna Bizzoni, Senior Consultant at Colectivo META
Why is Theory of Change relevant for networks?
Networks are collaborative structures that connect diverse entities (individuals, civil society organizations, collectives, etc.) around a common goal or cause. They facilitate the exchange of ideas, strategies, knowledge, and resources, enabling changes that would be difficult for civil society organizations to achieve individually.
Theory of Change processes for networks are essential because they create a shared vision of the desired change, define how to achieve it, and maximize the impact of collective action.
In addition, these processes can be key moments to strengthen the commitment and ownership of the network’s member organizations and define the type and depth of each one’s involvement in the network’s activities.
What distinguishes a Theory of Change for an organization from a Theory of Change for networks?
When we are part of a network, we join because we share a cause. However, our participation must be mindful that a network has different governance and dynamics. Networks have essential differences from individual civil society organizations. Some of these differences are:
- Structure and governance. Typically, networks, composed of diverse actors, have a more horizontal, decentralized, flexible, and organic structure than an organization.
- Motivation and sense of belonging. Networks are usually formed as a result of a mobilizing event in a specific context. However, external circumstances may change over time, as well as the agendas, reasons, and resources of those involved in the networks.
- Strategic orientation. Networks are composed of different organizations that do not necessarily share agendas in general but get together for a particular cause. A Theory of Change process for networks must consider this diversity of visions, agendas, and working methods.
- Level of participation. As the network is generally more fluid and diverse than individual organizations, the level of participation of the network participants can also be very diverse.
This can usually depend on several factors. For example:
- How strategic can the network be for members when it comes to having an impact and achieving shared and organizational goals?
- What resources do we possess to participate in the activities and organizational landscape of the network?
- How much does the network contributes in terms of resources (material, but also non-material resources such as experiences and knowledge, tools and instruments, etc.) to the life and work of the member organizations?
Considering these elements, a Theory of Change for networks must be more flexible and adapt to the diversity and autonomy of each member; it requires collaborative agreements built through participatory dialogues and realistic definitions of how we can participate in the activities to achieve common goals for those of us who are part of the network.
What should we expect from a facilitation process for networks?
Good facilitation is required to ensure that a Theory of Change for networks is a living and guiding tool. Indeed, it is a compass to guide and unite the network’s member organizations around a shared mission and raison d’être. It also promotes, through a participatory and transparent process, the autonomy of each member, maximizing collective commitment without imposing structural rigidity. We must consider the following points to achieve it:
Key Elements for Effective Participation
- Participation. It is essential to define clearly, transparently, and consensually who will participate in the Theory of Change process for networks to ensure as much participation as possible and/or a balanced representation of members. It is essential to ensure that those who participate do so throughout the process and not intermittently and that they have the consent of the rest of the members to give legitimacy to the process and its outcomes.
- Clear communication mechanisms. In most cases, particularly in very large networks, not all members participate in the Theory of Change process. When this is the case, it is essential that the process includes continuous and clear communication mechanisms to keep the rest of the members aware of the process and its outcomes.
- Time. It is important to remember that the Theory of Change processes for networks requires time since they involve people and organizations in different geographical locations, time zones, and other daily activities. On the other hand, it is essential that those who participate in these processes are aware from the beginning that they will have to invest and that they can negotiate it with their organizations.
Building Strong Foundations for Network Collaboration
- Inclusion of diverse points of view. Facilitation should create a safe space where each participant can express their opinion, as the diversity of networks members may imply different visions, experiences, and priorities. It is critical that participants focus on the priorities of the network to avoid reflecting perspectives in the Theory of Change that represent their institutions and not the mission for which the network was created.
- Trust. It is essential to create dynamics of trust and dialogue among participants, as often network members may not know each other personally or may not have had direct exchanges. These processes must be built before starting the Theory of Change. Therefore, a background interview for the members is essential.
- Clarity in the contribution of each network member. Networks are more effective in achieving impact because they combine the experiences, skills, and knowledge of different organizations. However, for a network to be successful, it must, on the one hand, adequately reflect the value added by such knowledge, experiences, and capabilities and, on the other hand, be clear about each individual member’s contribution.
- Definition of roles. It is important that the member organizations of a network know, understand, and share their role in implementing the Theory of Change since roles are not always established. They may also vary depending on external circumstances or the organizations’ own resources.
- Flexibility. It is important that a Theory of Change for networks be flexible, able to be revised, adapted, and updated as activities develop, and that it deals with possible changes internal or external to the networks.
Achieving Balance in Theory of Change for Networks
Therefore, facilitating Theory of Change processes for networks implies achieving a balance between participation and decision-making mechanisms to reach clear agreements on what goals we want to achieve as a network and how we can achieve them.
These processes represent a crucial strategic development that allows us to reflect on the impact we wish to achieve and to chart a clear and shared path toward our goals.
A successful Theory of Change process for networks requires constant communication and trust mechanisms to maintain cohesion and legitimacy among its members. It also requires flexibility to allow for adjustments according to the needs and available resources. In this way, these processes not only facilitate greater effectiveness in collective impact but also strengthen the belonging and resilience of networks by incorporating dynamics of dialogue and continuous mutual learning.
At COMETA, we encourage organizations to collectively build a strategic vision that responds to the context and reality of the network’s mission. Let us accompany you in a Theory of Change construction process.
