This blog is the third in a series detailing Learning for Action’s Cohort Based Capacity Building (CBCB) Approach. In part 1 we shared reflections from our Cohort-Based Capacity Building (CBCB) work, which entails group learning sessions paired with individualized organizational coaching. In part 2, we dug deeper into our coaching to build evaluation and learning capacity. In this final part of our series, we discuss how organizations can use their theory of change (a foundational framework we develop in our CBCB engagements) to navigate uncertain times.
June 12, 2025 | By: Tomika Rodriguez and Elba Garcia
Our evaluation and learning-focused CBCB engagements often begin with crafting or updating an organization’s theory of change , with coaches spending significant time supporting organizations to: 1) identify the assumptions and evidence that underpins your theory of change, 2) help articulate its core components (as named in the box above), and 3) ensure S.M.A.R.T. outcomes for your participants and toward your ultimate impact. We see a theory of change as a cornerstone of an organization’s learning and evaluation efforts, because this framework is the very DNA of your organization – it explains what you do and to what end. Like DNA, a theory of change should guide the functioning of many different parts of your organization, including for program delivery and for evaluation and learning: governance and leadership; marketing and communications; resource generation; strategic relationships, and beyond.
The figure below illustrates the ways in which a strong theory of change model can guide different capacities within your organization. For example, having a solid theory of change in place is critical for nonprofits to clearly communicate their organizational priorities and vision (Marketing and Communications) and to make a compelling case for their need for support (Resource Generation). A clear and specific theory of change is vital to a nonprofit’s programs and core functions — and in times of uncertainty, it can offer insight into potential pivots and new opportunities.
A theory of change provides clarity for key functions of a nonprofit
Theories of Change as a Tool for Uncertain Times
We recognize the nonprofits with whom we work don’t only exist within the confines of our CBCB engagements! In fact, these organizations are often doing work that is responsive—and at times, vulnerable—to social contexts and changes. During periods of disruption, the landscape in which you work may radically change and revisiting your theory of change may be an anchor and an oar for navigating changing currents.
A recent webinar, Lean into Learning: Powering a Path Forward During Uncertain Times, co-led by Learning for Action co-CEO Emily Boer Drake and Rachel D’Souza, MPPA Founder & President of Gladiator Consulting, explored potential pivots for nonprofits that a theory of change may help illuminate. Whether previous assumptions no longer hold, partnership landscapes taking new shape, or a need for greater alignment between focal population needs and your intended outcomes, re-visiting and refining components of your theory of change may offer an actionable step during uncertain times. The webinar surfaced:
Investigating assumptions as a natural entry point for (re)imagining your theory of change to help sharpen your understanding of root causes critical to your work.
Potential adaptations to activities or impact pathways, including partnership strategies, may help nonprofits sustainably navigate uncertain times.
A theory of change may be particularly relevant for communicating a new or evolved organizational vision and will be useful to surface key messages for fundraising and resource development, as needed.
While external circumstances may change, needs may increase just as capacity is also strained, and in the face of competing priorities, a theory of change remains an important tool for getting clear on how and why your activities lead to impact and for clarity and alignment (or realignment, as necessary!) to drive meaningful, measurable change and help you more effectively fulfill your mission. Developing a theory of change is one capacity-building lever for nonprofits before and despite challenging times. We feel fortunate that, for some organizations and the funded partners that support their participation, our CBCBs are the very starting point to capture these roadmaps for impact that may—and should—help nonprofits both respond to new circumstances and continue to flexibly evolve over time.
Ready to Learn More?
If you're a funder committed to supporting and developing the sector, an organization curious about our CBCBs and/or theory of change work, or would like to access the recording from the webinar, Lean into Learning: Powering a Path Forward During Uncertain Times, contact us today at info@learningforaction.com.