(476d) Change Theory: The Use of the Henderson Foursquare and the Ascn Change Dashboard

The National Science Foundation requires proposals in certain areas to specify how the intervention the authors propose in their work will actually result in the desired change. In other words, the mechanism by which this change should occur. Such phrasing is typically known as the “theory of action” or “theory of change”.

In this work, we look to provide a brief introduction to popular theories of change that have been part of the STEM literature for the past two decades. However, as noticed by Henderson and co-workers, not all change theories are valuable for all desired changes. Indeed, it is crucial to match an appropriate change strategy with the desired change. To that end, Henderson and co-workers suggest a foursquare that looks at change on two different dimensions: (1) is the change bottom-up, where the final change state is being developed [B] OR is the change top-down, where the final change state is known [T] and (2) is the change looking to impact individuals [I] or is the change looking to modify structures/environments [E]. Once a change can be viewed through this foursquare lens [B/I, B/E, T/I, or T/E], an appropriate change strategy can be selected that is most appropriate for the placement within the foursquare.

Operationalizing such changes can be facilitated through the Accelerating Systematic Change Network (ASCN) Change Dashboard. In this work, we will briefly introduce this Change Dashboard and how it might be used to implement a desired change, translating strategy to workable tactics through a group thought development exercise with with some examples relevant to chemical engineering academic departments and their curricula.