logical frameworks as strategies and tools to plan and evaluate social change programs. While these models well articulate the goals and resources of an initiative or organization, they give less focus to the complex social, economic, political and institutional processes that underlie social and societal change. Thus, while logic models and logframes have developed an Implementation Theory behind their work, they can lack an underlying Theory of Change. Theory of Change also contrasts with logic models and logframes by beginning with a participatory process to clearly define desired outcomes and to air and challenge one another's assumptions. Theory of Change can support collective visioning, foster a shared understanding between stakeholders, and bridge thought-styles and different ways of knowing. Theory of Change begins by first working out program goals or desired impact and working backwards on outcome pathways, rather than engaging in conventional forward oriented “so-that” reasoning. As an example of "so-that" reasoning: a grantee decides to increase media coverage on the lack of health insurance among children so that public awareness increases so that policymakers increase their knowledge and interest so that policies change so that more children have health insurance. In Theory of Change, by contrast, the group begins not with its intervention but with its long-term goal and outcomes and then works backward (in time) toward the earliest changes that need to occur. Only when the pathway has been developed is it time to consider which interventions will best produce the outcomes in the pathway. Many organizations, including the Rockefeller Foundation and the United States Agency for International Development, have used a Results Framework and companion Scorecard as management tools. The Results Framework is complementary and adaptable to a Theory of Change-based monitoring and evaluation system. The framework gives the appearance of being derived from a well-thought-out conceptual model, even if the conceptual model is lacking. The limitations of the Results Frameworks is that they do not show causal connections between conditions that need to change in order to meet the ultimate goals. The added value of Theory of Change lies in revealing the conceptual model, including the causal relationships between and among outcomes, the relationships of activities to outcomes, and of outcomes to indicators. Overall, having a Theory of Change helps make explicit the assumptions upon which the Results Framework is based. Applications ToC in International Development State agencies U. K. Department for International Development U. S.