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| Backcasting for Policy× | Theory of Change Evaluation× | |
|---|---|---|
| Dziedzina | Public Policy | Public Policy |
| Rodzina | Process / pipeline | Process / pipeline |
| Rok powstania≠ | 1990 | 1995 |
| Twórca≠ | John B. Robinson (building on Amory Lovins' energy work) | Carol Weiss; Connell & Kubisch; Funnell & Rogers |
| Typ≠ | Normative futures and foresight method | Theory-based program evaluation framework |
| Źródło pierwotne≠ | Robinson, J. B. (1990). Futures under glass: A recipe for people who hate to predict. Futures, 22(8), 820–842. DOI ↗ | Weiss, C. H. (1995). Nothing as practical as good theory: Exploring theory-based evaluation for comprehensive community initiatives for children and families. In J. P. Connell, A. C. Kubisch, L. B. Schorr, & C. H. Weiss (Eds.), New Approaches to Evaluating Community Initiatives: Concepts, Methods, and Contexts (pp. 65–92). Washington, DC: The Aspen Institute. ISBN: 9780898431674 |
| Inne nazwy≠ | Backcasting, Policy Backcasting, Normative Scenario Backcasting | Theory-Based Evaluation, ToC Evaluation, Theory-of-Change Approach, Outcomes Pathway Evaluation |
| Pokrewne≠ | 4 | 3 |
| Podsumowanie≠ | Backcasting is a normative futures method that starts from a desirable future end-state and works backward to determine the policies, actions and milestones needed to reach it from the present. Coined and developed by John Robinson, who set out its logic in his 1990 article 'Futures under glass', it deliberately contrasts with forecasting: rather than asking what future is likely given current trends, backcasting asks what future we want and how we could get there. It is especially suited to long-term, transformative challenges such as sustainability and decarbonisation, where prevailing trends point away from where society needs to go. | Theory of change evaluation is a theory-based approach that evaluates a program against an explicit map of how and why it is expected to produce its intended outcomes. Rooted in Carol Weiss's work on theory-based evaluation and the Aspen Institute's community-initiatives projects of the 1990s, it requires evaluators to articulate the full causal pathway from activities through short- and intermediate-term outcomes to a long-term goal, make the underlying assumptions explicit, and then collect evidence to test whether each link in that chain holds in practice. The theory of change serves simultaneously as a planning tool and as the framework against which the program's progress and plausibility are judged. |
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