ABSTRACT
This chapter explores the tools commonly used to set out the work and goals of a project, including logframes and theories of change. It discusses definitions and examples of core terms, such as goals, objectives and outcomes, and considers the widespread use of the logframe, including its variants across decades of use. The chapter then looks at how the linear constructions and conceptualisations of cause and effect underneath the logframe gave way to theories of change, reflecting the need for more flexible and responsive representations of work. The fact that the sector remains focused on results, however, is analysed to constrain the extent to which innovative approaches can take hold.
