Applying Theory of Change to strategy articulation cycles in design projects: Potentials and shortcomings through the Designscapes case study

Abstract

Since the 1990s, the framework of Theory of Change has been used to address complex contexts of intervention especially in relation to planning and evaluating social practice. Theory of Change can be defined as the systematic and cumulative study of the links between the activities, outcomes, and context of an intervention. The aim of this paper is to explore through a case study whether Theory of Change can support more strategic approaches in design. In particular, the paper examines how Theory of Change was applied to DESIGNSCAPES - a project oriented, among other things, toward offering a supporting service for all those city actors interested in using design to develop urban innovation initiatives that tackle complex issues of broad concern.