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\u03AE \u03CC\u03C7\u03B9, \u03C0\u03C1\u03BF\u03BA\u03B5\u03B9\u03BC\u03AD\u03BD\u03BF\u03C5 \u03BD\u03B1 \u03BA\u03B1\u03C4\u03B1\u03BD\u03BF\u03AE\u03C3\u03BF\u03C5\u03BC\u03B5 \u03C4\u03BF \u03C0\u03B1\u03C1\u03B5\u03BB\u03B8\u03CC\u03BD \u03BA\u03B1\u03B9 \u03BD\u03B1 \u03C3\u03C7\u03B5\u03B4\u03B9\u03B1\u03C3\u03BF\u03C5\u03BC\u03B5 \u03B3\u03B9\u03B1 \u03C4\u03BF \u03BC\u03AD\u03BB\u03BB\u03BF\u03BD."@el . . . . . . . . . . . . . . . . . . . "\u0646\u0638\u0631\u064A\u0629 \u0627\u0644\u062A\u063A\u064A\u064A\u0631\u060C \u0623\u0648 \u0628\u0627\u0644\u0625\u0646\u062C\u0644\u064A\u0632\u064A\u0629 Theory of Change \u0623\u0648 ToC\u060C \u0647\u064A \u0623\u062F\u0627\u0629 \u0625\u0633\u062A\u0631\u0627\u062A\u064A\u062C\u064A\u0629 \u062A\u0633\u062A\u062E\u062F\u0645 \u0644\u0641\u0647\u0645 \u0648\u062A\u0635\u0648\u0631 \u0643\u064A\u0641\u064A\u0629 \u062A\u062D\u0642\u064A\u0642 \u0627\u0644\u0623\u062B\u0631 \u0648\u0642\u064A\u0627\u0633\u0647 \u0648\u0645\u062A\u0627\u0628\u0639\u062A\u0647\u060C \u062D\u064A\u062B \u062A\u0639\u062F \u0646\u0638\u0631\u064A\u0629 \u0627\u0644\u062A\u063A\u064A\u064A\u0631 \u0625\u062D\u062F\u0649 \u0627\u0644\u0637\u0631\u0642 \u0627\u0644\u0647\u0627\u0645\u0629 \u0644\u0623\u064A \u0645\u0646\u0638\u0645\u0629 \u0623\u0648 \u062C\u0647\u0629 \u062A\u0648\u062F \u0627\u0644\u0639\u0645\u0644 \u0639\u0644\u0649 \u0625\u064A\u062C\u0627\u062F \u0623\u062B\u0631 \u0645\u0644\u0645\u0648\u0633 \u0648\u0642\u0627\u0628\u0644 \u0644\u0644\u0642\u064A\u0627\u0633 \u0639\u0644\u0649 \u0623\u0631\u0636 \u0627\u0644\u0648\u0627\u0642\u0639. \u0648\u0647\u064A \u0623\u064A\u0636\u064B\u0627 \u0637\u0631\u064A\u0642\u0629 \u064A\u0639\u062A\u0645\u062F \u0639\u0644\u064A\u0647\u0627 \u0644\u062A\u0646\u0641\u064A\u0630 \u0627\u0644\u0645\u0634\u0627\u0631\u064A\u0639 \u0648\u0627\u0644\u0628\u0631\u0627\u0645\u062C \u0648\u0642\u064A\u0627\u0633 \u0627\u0644\u0623\u062B\u0631 \u0627\u0644\u0630\u064A \u062D\u0642\u0642\u062A\u0647."@ar . "Una teor\u00EDa de cambio es una metodolog\u00EDa para presentar gr\u00E1ficamente, con una l\u00F3gica causal, los objetivos que busca alcanzar una intervenci\u00F3n y la manera concreta con la que se propone conseguirlos. Este m\u00E9todo es utilizado como herramienta de planeaci\u00F3n, pero es tambi\u00E9n \u00FAtil para dise\u00F1ar y evaluar programas e intervenciones, especialmente con enfoque social.\u200B"@es . . . . . . "Teorie zm\u011Bny"@cs . . . . . 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"Theory of Change (ToC) is a methodology or a criteria for planning, participation, adaptive management, and evaluation that is used in companies, philanthropy, not-for-profit, international development, research, and government sectors to promote social change. Theory of Change defines long-term goals and then maps backward to identify necessary preconditions."@en . . "\u0398\u03B5\u03C9\u03C1\u03AF\u03B1 \u03C4\u03B7\u03C2 \u0391\u03BB\u03BB\u03B1\u03B3\u03AE\u03C2"@el . "\u6539\u8B8A\u7406\u8AD6\uFF08\u82F1\u8A9E\uFF1ATheory of change\uFF0C\u7E2E\u5BEB ToC\uFF09\uFF0C\u662F\u4E00\u7A2E\u70BA\u4E86\u4F01\u5283\u3001\u53C3\u8207\u6C7A\u7B56\u8207\u4E4B\u7279\u5225\u578B\u614B\u7684\u65B9\u6CD5\u5B78\uFF0C\u88AB\u7528\u65BC\u6148\u5584\u3001\u975E\u71DF\u5229\u8207\u653F\u5E9C\u4E4B\u8AF8\u90E8\u9580\u4EE5\u4FC3\u9032\u793E\u6703\u8B8A\u5316\u3002\u6539\u8B8A\u7406\u8AD6\u5148\u5B9A\u7FA9\u9577\u7A0B\u76EE\u6A19\uFF0C\u7136\u5F8C\u5012\u63A8\u898F\u5283\u78BA\u8A8D\u5176\u5FC5\u8981\u8AF8\u689D\u4EF6\u3002 \u6539\u8B8A\u7406\u8AD6\u4EE5\u63CF\u7E6A\u77ED\u7A0B\u3001\u4E2D\u7A0B\u3001\u5E38\u7A0B\u6548\u679C\u4E4B\u539F\u56E0\u9023\u7D50\u8F2A\u5ED3\uFF0C\u89E3\u91CB\u5728\u67D0\u4E00\u5021\u8B70\u4E4B\u8B8A\u5316\u904E\u7A0B\u3002\u5DF2\u78BA\u8A8D\u7684\u8B8A\u5316\uFF0C\u4EE5\u6548\u679C\u8DEF\u7DDA\u898F\u5283\uFF0C\u986F\u793A\u6BCF\u500B\u6548\u679C\u8207\u5176\u4ED6\u6548\u679C\u7684\u908F\u8F2F\u95DC\u4FC2\u8207\u6642\u9593\u6D41\u7A0B\u3002\u89E3\u91CB\u6548\u679C\u4E4B\u9593\u7684\u9023\u7D50\u4E4B\u7406\u7531\u6216\u8AD6\u8FF0\u70BA\u4F55\u6B64\u6548\u679C\u662F\u53E6\u4E00\u6548\u679C\u7684\u9810\u5099\u689D\u4EF6\u3002 \u6539\u8B8A\u7406\u8AD6\u4E4B\u5275\u65B0\u5728\u65BC(1)\u5340\u5225\u60F3\u8981\u8207\u5BE6\u969B\u6548\u679C\u7684\u5DEE\u7570\uFF0C\u4EE5\u53CA(2)\u5728\u4ED6\u5011\u6C7A\u5B9A\u4ECB\u5165\u5F62\u5F0F\u4EE5\u9054\u5230\u90A3\u4E9B\u6548\u679C\u4E4B\u524D\uFF0C\u8981\u6C42\u8AF8\u5229\u5BB3\u95DC\u4FC2\u4EBA\u5148\u5F62\u5851\u5176\u6240\u60F3\u8981\u7684\u6548\u679C\u3002\u4E00\u822C\u6703\u932F\u8AA4\u63CF\u8FF0\u300C\u6539\u8B8A\u7406\u8AD6\u300D\u53EA\u662F\u4E00\u7A2E\u4F01\u5283\u8207\u8A55\u91CF\u7684\u65B9\u6CD5\u5B78\u3002 \u300C\u6539\u8B8A\u7406\u8AD6\u300D\u662F\u4E00\u7A2E\u6279\u5224\u7406\u8AD6\uFF0C\u53EF\u4EE5\u4FDD\u969C\u6B0A\u529B\u52D5\u614B\u4E4B\u900F\u660E\u6027\u5206\u4F48\u3002\u9032\u800C\uFF0C\u5176\u904E\u7A0B\u5FC5\u9808\u5305\u5BB9\u5728\u9054\u6210\u89E3\u6C7A\u65B9\u6848\u4E4B\u8A31\u591A\u89C0\u9EDE\u8207\u53C3\u8207\u8005\u3002 \u300C\u6539\u8B8A\u7406\u8AD6\u300D\u4F9D\u7167\u9810\u671F\u7528\u9014\uFF0C\u53EF\u4EE5\u958B\u59CB\u65BC\u67D0\u4E00\u5021\u8B70\u4E4B\u4EFB\u4F55\u968E\u6BB5\u3002\u7406\u8AD6\u9996\u5148\u767C\u5C55\u65BC\u901A\u77E5\u67D0\u4E00\u5021\u8B70\u4E4B\u4F01\u5283\u6642\u662F\u6700\u597D\u3002\u5DF2\u7D93\u5236\u5B9A\u4E86\u67D0\u4E00\u6539\u8B8A\u6A21\u578B\uFF0C\u53C3\u8207\u8005\u53EF\u4EE5\u5C0D\u7B56\u7565\u8207\u6230\u8853\u4F5C\u51FA\u66F4\u52A0\u77E5\u60C5\u7684\u6C7A\u7B56\u3002\u82E5\u53EF\u4EE5\u7372\u5F97\u76E3\u6E2C\u8207\u8A55\u91CF\u7684\u6578\u64DA\u6642\uFF0C\u7576\u6578\u64DA\u8B49\u64DA\u986F\u793A\u6642\uFF0C\u8AF8\u5229\u5BB3\u95DC\u4FC2\u4EBA\u53EF\u4EE5\u5B9A\u671F\u6539\u5584\u300C\u6539\u8B8A\u7406\u8AD6\u300D\u3002\u300C\u6539\u8B8A\u7406\u8AD6\u300D\u53EF\u85C9\u7531\u95B1\u8B80\u65B9\u6848\u6578\u64DA\u3001\u8A2A\u8AC7\u8AF8\u5229\u5BB3\u95DC\u4FC2\u8005\u8207\u5206\u6790\u8CC7\u6599\uFF0C\u4F5C\u56DE\u9867\u5F0F\u767C\u5C55\u3002\u6B64\u5E38\u88AB\u4F5C\uFF0C\u7576\u8A55\u91CF\u53CD\u6620\u51FA\u4F55\u8005\u662F\u5DF2\u4F5C\u8207\u4F55\u8005\u662F\u672A\u4F5C\u6642\uFF0C\u4EE5\u7406\u89E3\u904E\u53BB\u8207\u7B56\u5283\u672A\u4F86\u3002"@zh . . . . . . . . . . . . . "\u0397 \u0398\u03B5\u03C9\u03C1\u03AF\u03B1 \u03C4\u03B7\u03C2 \u0391\u03BB\u03BB\u03B1\u03B3\u03AE\u03C2 (\u0398\u03C4\u0391, \u03B1\u03B3\u03B3\u03BB\u03B9\u03BA\u03AC ToC) \u03B5\u03AF\u03BD\u03B1\u03B9 \u03BC\u03B9\u03B1 \u03C3\u03C5\u03B3\u03BA\u03B5\u03BA\u03C1\u03B9\u03BC\u03AD\u03BD\u03B7 \u03BC\u03B5\u03B8\u03BF\u03B4\u03BF\u03BB\u03BF\u03B3\u03AF\u03B1 \u03C3\u03C7\u03B5\u03B4\u03B9\u03B1\u03C3\u03BC\u03BF\u03CD, \u03C3\u03C5\u03BC\u03BC\u03B5\u03C4\u03BF\u03C7\u03AE\u03C2 \u03BA\u03B1\u03B9 \u03B1\u03BE\u03B9\u03BF\u03BB\u03CC\u03B3\u03B7\u03C3\u03B7\u03C2 \u03C0\u03BF\u03C5 \u03C7\u03C1\u03B7\u03C3\u03B9\u03BC\u03BF\u03C0\u03BF\u03B9\u03B5\u03AF\u03C4\u03B1\u03B9 \u03C3\u03C4\u03B9\u03C2 \u03B5\u03C0\u03B9\u03C7\u03B5\u03B9\u03C1\u03AE\u03C3\u03B5\u03B9\u03C2, \u03C4\u03B7 \u03C6\u03B9\u03BB\u03B1\u03BD\u03B8\u03C1\u03C9\u03C0\u03AF\u03B1, \u03C3\u03C4\u03B9\u03C2 \u03BC\u03B7-\u03BA\u03B5\u03C1\u03B4\u03BF\u03C3\u03BA\u03BF\u03C0\u03B9\u03BA\u03AD\u03C2 \u03BF\u03C1\u03B3\u03B1\u03BD\u03CE\u03C3\u03B5\u03B9\u03C2 \u03BA\u03B1\u03B9 \u03C3\u03B5 \u03BA\u03C5\u03B2\u03B5\u03C1\u03BD\u03B7\u03C4\u03B9\u03BA\u03BF\u03CD\u03C2 \u03C6\u03BF\u03C1\u03B5\u03AF\u03C2 \u03B3\u03B9\u03B1 \u03BD\u03B1 \u03C0\u03C1\u03BF\u03C9\u03B8\u03AE\u03C3\u03B5\u03B9 \u03C4\u03B7\u03BD \u03BA\u03BF\u03B9\u03BD\u03C9\u03BD\u03B9\u03BA\u03AE \u03B1\u03BB\u03BB\u03B1\u03B3\u03AE. \u0397 \u0398\u03B5\u03C9\u03C1\u03AF\u03B1 \u03C4\u03B7\u03C2 \u0391\u03BB\u03BB\u03B1\u03B3\u03AE\u03C2 \u03BA\u03B1\u03B8\u03BF\u03C1\u03AF\u03B6\u03B5\u03B9 \u03C4\u03BF\u03C5\u03C2 \u03BC\u03B1\u03BA\u03C1\u03BF\u03C0\u03C1\u03CC\u03B8\u03B5\u03C3\u03BC\u03BF\u03C5\u03C2 \u03C3\u03C4\u03CC\u03C7\u03BF\u03C5\u03C2 \u03BA\u03B1\u03B9, \u03C3\u03C4\u03B7 \u03C3\u03C5\u03BD\u03AD\u03C7\u03B5\u03B9\u03B1, \u03C7\u03B1\u03C1\u03C4\u03BF\u03B3\u03C1\u03B1\u03C6\u03B5\u03AF \u03C0\u03C1\u03BF\u03C2 \u03C4\u03B1 \u03C0\u03AF\u03C3\u03C9 \u03B3\u03B9\u03B1 \u03BD\u03B1 \u03B5\u03BD\u03C4\u03BF\u03C0\u03AF\u03C3\u03B5\u03B9 \u03C4\u03B9\u03C2 \u03B1\u03C0\u03B1\u03C1\u03B1\u03AF\u03C4\u03B7\u03C4\u03B5\u03C2 \u03C0\u03C1\u03BF\u03CB\u03C0\u03BF\u03B8\u03AD\u03C3\u03B5\u03B9\u03C2."@el . . . . . . . . . . . . "La Th\u00E9orie du Changement est une m\u00E9thodologie de planification strat\u00E9gique qui est utilis\u00E9e par des organisations \u00E0 but non lucratif, des mouvements sociaux et des agences gouvernementales. La th\u00E9orie du changement consiste \u00E0 d\u00E9finir la mission ultime de l'organisation (raison d'\u00EAtre), puis de cartographier les \u00E9tapes pr\u00E9alables n\u00E9cessaires (pr\u00E9conditions) afin d'arriver \u00E0 accomplir la mission. La th\u00E9orie du changement permet d'expliquer le processus de changement en mettant en \u00E9vidence les liens de causalit\u00E9. Les \u00E9tapes du processus de changement sont cartographi\u00E9es de sorte de faire ressortir diff\u00E9rents chemins de changement, en montrant les relations logiques entre les \u00E9tapes. Les liens entre chaque \u00E9tape sont en g\u00E9n\u00E9ral explicit\u00E9s par de courtes phrases expliquant pourquoi telle \u00E9tape est la cons\u00E9quence de telle autre. La sp\u00E9cificit\u00E9 de cette m\u00E9thode est double : \n* Elle fait la distinction entre les r\u00E9sultats escompt\u00E9s et les r\u00E9sultats r\u00E9els \n* Elle implique que les participants se fixent un objectif final avant de d\u00E9cider des modes d'actions pour y arriver. En ce sens, cette m\u00E9thode ne peut \u00EAtre assimil\u00E9e \u00E0 une simple planification de strat\u00E9gie, dont elle constitue plut\u00F4t un travail pr\u00E9alable et compl\u00E9mentaire. Cette m\u00E9thode peut \u00EAtre utilis\u00E9e \u00E0 n'importe quel stade d'une initiative, en fonction de l'utilisation pr\u00E9vue. Une th\u00E9orie du changement d\u00E9velopp\u00E9e au d\u00E9but est pr\u00E9f\u00E9rable afin d'informer le processus de planification. Apr\u00E8s avoir \u00E9labor\u00E9 un mod\u00E8le de changement, les participants peuvent prendre des d\u00E9cisions \u00E9clair\u00E9es sur la strat\u00E9gie et les tactiques \u00E0 utiliser. Gr\u00E2ce \u00E0 un processus d'\u00E9valuation, les parties prenantes peuvent p\u00E9riodiquement affiner la th\u00E9orie du changement sur la base des d\u00E9veloppements r\u00E9ellement constat\u00E9s. Une th\u00E9orie du changement peut \u00E9galement \u00EAtre d\u00E9velopp\u00E9e a posteriori, par la relecture des documents de strat\u00E9gie, en auditionnant les intervenants et par l'analyse des donn\u00E9es recueillies. Cela se fait souvent lors des \u00E9valuations qui refl\u00E8tent ce qui a fonctionn\u00E9 ou non dans le but de comprendre le pass\u00E9 et le plan pour l'avenir."@fr . . . . . "29738569"^^ . . . . . . . . . . "Theory of change"@en . "Theory of Change (ToC) is a methodology or a criteria for planning, participation, adaptive management, and evaluation that is used in companies, philanthropy, not-for-profit, international development, research, and government sectors to promote social change. Theory of Change defines long-term goals and then maps backward to identify necessary preconditions. Theory of Change explains the process of change by outlining causal linkages in an initiative, i.e., its shorter-term, intermediate, and longer-term outcomes. The identified changes are mapped \u2013 as the \"outcomes pathway\" \u2013 showing each outcome in logical relationship to all the others, as well as chronological flow and feedback loops. The links between outcomes are explained by \"rationales\" or statements of why one outcome is thought to be a prerequisite for another. The innovation of Theory of Change lies (1) in making the distinction between desired and actual outcomes and (2) in requiring stakeholders to model their desired outcomes before they decide on forms of intervention to achieve those outcomes. Theory of Change can begin at any stage of an initiative, depending on the intended use. A Theory of Change developed at the outset is best at informing the planning of an initiative. Having worked out a change model, practitioners can make more informed decisions about strategy and tactics. As monitoring and evaluation data become available, stakeholders can periodically refine the Theory of Change as the evidence indicates. A Theory of Change can be developed retrospectively by reading program documents, talking to stakeholders, and analyzing data. This is often done during evaluations reflecting what has worked or not in order to understand the past and plan for the future."@en . . . . "\u6539\u8B8A\u7406\u8AD6\uFF08\u82F1\u8A9E\uFF1ATheory of change\uFF0C\u7E2E\u5BEB ToC\uFF09\uFF0C\u662F\u4E00\u7A2E\u70BA\u4E86\u4F01\u5283\u3001\u53C3\u8207\u6C7A\u7B56\u8207\u4E4B\u7279\u5225\u578B\u614B\u7684\u65B9\u6CD5\u5B78\uFF0C\u88AB\u7528\u65BC\u6148\u5584\u3001\u975E\u71DF\u5229\u8207\u653F\u5E9C\u4E4B\u8AF8\u90E8\u9580\u4EE5\u4FC3\u9032\u793E\u6703\u8B8A\u5316\u3002\u6539\u8B8A\u7406\u8AD6\u5148\u5B9A\u7FA9\u9577\u7A0B\u76EE\u6A19\uFF0C\u7136\u5F8C\u5012\u63A8\u898F\u5283\u78BA\u8A8D\u5176\u5FC5\u8981\u8AF8\u689D\u4EF6\u3002 \u6539\u8B8A\u7406\u8AD6\u4EE5\u63CF\u7E6A\u77ED\u7A0B\u3001\u4E2D\u7A0B\u3001\u5E38\u7A0B\u6548\u679C\u4E4B\u539F\u56E0\u9023\u7D50\u8F2A\u5ED3\uFF0C\u89E3\u91CB\u5728\u67D0\u4E00\u5021\u8B70\u4E4B\u8B8A\u5316\u904E\u7A0B\u3002\u5DF2\u78BA\u8A8D\u7684\u8B8A\u5316\uFF0C\u4EE5\u6548\u679C\u8DEF\u7DDA\u898F\u5283\uFF0C\u986F\u793A\u6BCF\u500B\u6548\u679C\u8207\u5176\u4ED6\u6548\u679C\u7684\u908F\u8F2F\u95DC\u4FC2\u8207\u6642\u9593\u6D41\u7A0B\u3002\u89E3\u91CB\u6548\u679C\u4E4B\u9593\u7684\u9023\u7D50\u4E4B\u7406\u7531\u6216\u8AD6\u8FF0\u70BA\u4F55\u6B64\u6548\u679C\u662F\u53E6\u4E00\u6548\u679C\u7684\u9810\u5099\u689D\u4EF6\u3002 \u6539\u8B8A\u7406\u8AD6\u4E4B\u5275\u65B0\u5728\u65BC(1)\u5340\u5225\u60F3\u8981\u8207\u5BE6\u969B\u6548\u679C\u7684\u5DEE\u7570\uFF0C\u4EE5\u53CA(2)\u5728\u4ED6\u5011\u6C7A\u5B9A\u4ECB\u5165\u5F62\u5F0F\u4EE5\u9054\u5230\u90A3\u4E9B\u6548\u679C\u4E4B\u524D\uFF0C\u8981\u6C42\u8AF8\u5229\u5BB3\u95DC\u4FC2\u4EBA\u5148\u5F62\u5851\u5176\u6240\u60F3\u8981\u7684\u6548\u679C\u3002\u4E00\u822C\u6703\u932F\u8AA4\u63CF\u8FF0\u300C\u6539\u8B8A\u7406\u8AD6\u300D\u53EA\u662F\u4E00\u7A2E\u4F01\u5283\u8207\u8A55\u91CF\u7684\u65B9\u6CD5\u5B78\u3002 \u300C\u6539\u8B8A\u7406\u8AD6\u300D\u662F\u4E00\u7A2E\u6279\u5224\u7406\u8AD6\uFF0C\u53EF\u4EE5\u4FDD\u969C\u6B0A\u529B\u52D5\u614B\u4E4B\u900F\u660E\u6027\u5206\u4F48\u3002\u9032\u800C\uFF0C\u5176\u904E\u7A0B\u5FC5\u9808\u5305\u5BB9\u5728\u9054\u6210\u89E3\u6C7A\u65B9\u6848\u4E4B\u8A31\u591A\u89C0\u9EDE\u8207\u53C3\u8207\u8005\u3002 \u300C\u6539\u8B8A\u7406\u8AD6\u300D\u4F9D\u7167\u9810\u671F\u7528\u9014\uFF0C\u53EF\u4EE5\u958B\u59CB\u65BC\u67D0\u4E00\u5021\u8B70\u4E4B\u4EFB\u4F55\u968E\u6BB5\u3002\u7406\u8AD6\u9996\u5148\u767C\u5C55\u65BC\u901A\u77E5\u67D0\u4E00\u5021\u8B70\u4E4B\u4F01\u5283\u6642\u662F\u6700\u597D\u3002\u5DF2\u7D93\u5236\u5B9A\u4E86\u67D0\u4E00\u6539\u8B8A\u6A21\u578B\uFF0C\u53C3\u8207\u8005\u53EF\u4EE5\u5C0D\u7B56\u7565\u8207\u6230\u8853\u4F5C\u51FA\u66F4\u52A0\u77E5\u60C5\u7684\u6C7A\u7B56\u3002\u82E5\u53EF\u4EE5\u7372\u5F97\u76E3\u6E2C\u8207\u8A55\u91CF\u7684\u6578\u64DA\u6642\uFF0C\u7576\u6578\u64DA\u8B49\u64DA\u986F\u793A\u6642\uFF0C\u8AF8\u5229\u5BB3\u95DC\u4FC2\u4EBA\u53EF\u4EE5\u5B9A\u671F\u6539\u5584\u300C\u6539\u8B8A\u7406\u8AD6\u300D\u3002\u300C\u6539\u8B8A\u7406\u8AD6\u300D\u53EF\u85C9\u7531\u95B1\u8B80\u65B9\u6848\u6578\u64DA\u3001\u8A2A\u8AC7\u8AF8\u5229\u5BB3\u95DC\u4FC2\u8005\u8207\u5206\u6790\u8CC7\u6599\uFF0C\u4F5C\u56DE\u9867\u5F0F\u767C\u5C55\u3002\u6B64\u5E38\u88AB\u4F5C\uFF0C\u7576\u8A55\u91CF\u53CD\u6620\u51FA\u4F55\u8005\u662F\u5DF2\u4F5C\u8207\u4F55\u8005\u662F\u672A\u4F5C\u6642\uFF0C\u4EE5\u7406\u89E3\u904E\u53BB\u8207\u7B56\u5283\u672A\u4F86\u3002"@zh . . "La Th\u00E9orie du Changement est une m\u00E9thodologie de planification strat\u00E9gique qui est utilis\u00E9e par des organisations \u00E0 but non lucratif, des mouvements sociaux et des agences gouvernementales. La th\u00E9orie du changement consiste \u00E0 d\u00E9finir la mission ultime de l'organisation (raison d'\u00EAtre), puis de cartographier les \u00E9tapes pr\u00E9alables n\u00E9cessaires (pr\u00E9conditions) afin d'arriver \u00E0 accomplir la mission. La sp\u00E9cificit\u00E9 de cette m\u00E9thode est double :"@fr . . "Teor\u00EDa de cambio"@es . . "\u0646\u0638\u0631\u064A\u0629 \u0627\u0644\u062A\u063A\u064A\u064A\u0631"@ar . . "Th\u00E9orie du changement"@fr . . . . . . . . . . . . "Una teor\u00EDa de cambio es una metodolog\u00EDa para presentar gr\u00E1ficamente, con una l\u00F3gica causal, los objetivos que busca alcanzar una intervenci\u00F3n y la manera concreta con la que se propone conseguirlos. Este m\u00E9todo es utilizado como herramienta de planeaci\u00F3n, pero es tambi\u00E9n \u00FAtil para dise\u00F1ar y evaluar programas e intervenciones, especialmente con enfoque social.\u200B Cuando se utiliza con fines de planeaci\u00F3n y dise\u00F1o, una teor\u00EDa de cambio elaborada adecuadamente es el resultado de un proceso creativo, riguroso y participativo en el que los actores involucrados articulan sus objetivos y las acciones requeridas para llevarlos a cabo.\u200B Todo programa social est\u00E1 basado impl\u00EDcita o expl\u00EDcitamente en una teor\u00EDa sobre c\u00F3mo y por qu\u00E9 el programa funciona o pretende funcionar.\u200B Por ejemplo, un programa que ofrece subsidios a familias de escasos recursos a cambio de que \u00E9stas env\u00EDen a sus hijos a la escuela, tiene detr\u00E1s la teor\u00EDa de que tal dinero incentivar\u00E1 a los padres a seguir llevando a sus hijos de la escuela, por lo que estos tendr\u00E1n una mayor escolaridad en el futuro y esta mayor escolaridad se traducir\u00E1 en mayor ingreso, permiti\u00E9ndoles salir de la pobreza. Una teor\u00EDa de cambio ser\u00EDa la representaci\u00F3n gr\u00E1fica de este proceso de intervenciones, supuestos y objetivos por cumplir. Por esta raz\u00F3n, la teor\u00EDa de cambio es tambi\u00E9n un m\u00E9todo utilizado para realizar una evaluaci\u00F3n de la l\u00F3gica causal que siguen las intervenciones sociales. Este tipo de evaluaciones tratar\u00E1 de desprender y trazar esas cadenas de acciones y objetivos de la manera m\u00E1s precisa posible, identificando todos los supuestos y conexiones en la l\u00F3gica causal que tenga el programa. El objetivo de este tipo de evaluaci\u00F3n es examinar hasta qu\u00E9 punto es v\u00E1lida la teor\u00EDa causal que sustenta el programa y si hay debilidades en ella que llamen a modificar elementos del dise\u00F1o del programa. Una evaluaci\u00F3n de este tipo deber\u00EDa ser capaz de mostrar cu\u00E1les de los supuestos que subyacen a la l\u00F3gica de la intervenci\u00F3n del programa se cumplen o no y si las relaciones causales que plantea entre lo que el programa hace y lo que pretende conseguir est\u00E1n sustentadas en evidencia.\u200B Una teor\u00EDa de cambio describe c\u00F3mo las intervenciones realizadas por un programa o una organizaci\u00F3n producen los resultados necesarios para causar el cambio esperado. En general, los cambios son resultado de una red compleja de actividades que se deben llevar a cabo. As\u00ED, la teor\u00EDa de cambio provee un modelo de trabajo que muestra causalidad y, por lo tanto, representa un marco de referencia contra el cual se pueden probar hip\u00F3tesis acerca de qu\u00E9 acciones son las que producen de mejor manera un resultado.\u200B Utilizar el m\u00E9todo de la teor\u00EDa de cambio permite saber qu\u00E9 hace una intervenci\u00F3n, por qu\u00E9 y para qu\u00E9 lo hace ya que cada resultado est\u00E1 expl\u00EDcitamente definido y vinculado con las acciones que buscan llevar a \u00E9l. Por lo tanto, una de las ventajas de este m\u00E9todo es la flexibilidad que tiene para dar seguimiento a las cadenas causales de los programas sociales y en caso de que no se cumplan poder realizar los cambios necesarios en el dise\u00F1o de los programas."@es . "1115829032"^^ . "42008"^^ . . . . . . . . "\u6539\u8B8A\u7406\u8AD6"@zh . . . . . .