or another approach that does not encompass the complexity of the Theory of Change approach. There is also inconsistent use of other common Theory of Change terminology (e.g., outputs, outcomes, impacts, etc.), which confounds effective Theory of Change design, evaluation, and learning. Methodology Basic structure A Theory of Change is a high order, or macro, If-Then statement: If this is done, Then these are the anticipated results. The outcomes pathway is a set of needed conditions relevant to a given field of action, which are placed diagrammatically in logical relationship to one another and connected with arrows that posit causality. Outcomes along the pathway are also preconditions to outcomes above them. Thus, early outcomes must be in place for intermediate outcomes to be achieved; intermediate outcomes must be in place for the next set of outcomes to be achieved; and so on. An outcomes pathway therefore represents the change logic and its underlying set of assumptions, which are spelled out in the rationales given for why specific connections exist between outcomes and in the theory narrative. Quality control criteria In the early days of Theory of Change, Anne Kubisch and others established three quality control criteria. These are: Plausibility Plausibility refers to the logic of the outcomes' pathway. Does it make sense? Are the outcomes in the right order? Are the preconditions each necessary and collectively sufficient to reach the long-term outcomes and ultimate impact? Are there gaps in the logic? Feasibility Feasibility refers to whether the initiative can realistically achieve its long-term outcomes and impact. Does the organization have adequate resources? Does it need partners? Does the scope, expectations, or timeline of the theory need adjustment? Testability Testability refers chiefly to the indicators: Are they solid and measurable? Will they yield sufficient information to evaluate the success of the initiative? Will they be convincing to necessary audiences? In addition to these three basic quality control criteria, ActKnowledge has added another key criterion: Appropriate Scope. An actionable theory that can be communicated to the key audiences is dependent in part upon choosing the right scope: broad enough to leave no gaps in the model, yet focused enough on the opportunities and resources at hand. Appropriate Scope also integrates the evaluation concept of “accountability”. Many Theory of Change outcome pathways include an “accountability ceiling,” often a dashed line drawn across the pathway that separates outcomes the organization will monitor and claim