Abstract
A meaningful connection between activities and outcomes is often vague or unexplored – but this magic ‘how’ change happens is essential for driving programmes and for understanding their impact. Outcome or impact maps are the core of the approach in this book, as the building block for setting out, understanding, learning about and evidencing change. This is one type of ‘theory of change’ approach which is common for understanding change in complex systems. We believe that process-driven theories of change are most effective for public services, and in this chapter we set out our version of this – outcome or impact mapping – and illustrate how they can be used at different levels.
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