Logic Canvas Instructions
Every effective program is based on logic. In a sense, a program’s logic is an “if-then” proposition. It sounds like this: “If we do this,
then we will be able to effect that change in people.”
The best versions of logic for program development have two key features: (1) a sequence starting at intended impact and working
backward to action, and (2) a description of the key catalysts or points of leverage for impact, which is a theory of change. These
two features inform the design and development of the program’s action.
1. Intended Impact
Start by defining intended impact. To be strategic and intentional, begin by articulating the effect you want to have on people, the
difference you intend to make in others. If you start by describing what you want to do instead of what you want to accomplish,
your program will be oriented toward outputs instead of outcomes, a common but deleterious and hazardous mistake to make in
program design and development. Begin with the end in mind. Start with intended impact.
We will parse these ideas more precisely in our next steps toward models and methods of evaluation. At this point, however, simply
give some thought to what kinds of changes you would like to see in those you serve. A list of ideas and potential indicators will
work for now.
2. Theory of Change
The success of every program hinges on a theory of change. A theory of change is a set of key principles for achieving progress. It is
what you determine to be your most effective engines for growth and development. These are the principles (not the practices)
embedded in your logic and expressed throughout your program. They are characteristics of change-inducing strategies. They
represent the kinds and qualities of interactions and involvements that produce results. They are the approaches that best cause
change.
To get this right, think in terms of principles. What do we know causes change? What best catalyzes the kind of progress you intend
to see? These ideas will be informed by scholarly research, prior program evaluation, precedents from industry best practices,
insights from your experience, and key elements of your ideology. (Be careful that your “cherished theories,” those assumptions
you have adopted unthinkingly along the way, don’t compromise your theory of change. This is the danger of importing your
experience and ideology uncritically into your theory of change. Inadvertently, you might be holding tightly to a spurious theory.)
Here are some examples:
This kind of change best happens through
 consistent, regular, meaningful feedback,
 multiple interactions (or “touches”) with someone who can hold people to a standard of accountability over time,
 a chance to regularly articulate what participants are learning along the way,
 meaningful social networks of support and belonging,
 being required to advocate for what has been experienced,
 sufficient momentum and critical mass at all levels of the organization to produce a “tipping point,”
 accountability for each specific step and component, or
 getting all stakeholders to participate in meaningful co-creation.
3. Plan of Action
Plans of Action, then, should be characterized by the Theory of Change and designed and developed in service to the Intended
Impact. Putting this all together, and sequencing it from the end to the beginning, it should look like this:
Plan of Action
Theory of Change
Intended Impact
If we do these activities…
Characterized by these principles…
Then, we will see these changes in people…
How Ho
3
What are the benchmarks and tell-tale signs that the program
is being delivered as intended?
3+
2
How should these theories of change “show up” in everything
you do? How might you strengthen your action by your theory of
change?
2+
1
What are the indicators, metrics, proxies, and tell-tale signs
demonstrating that this impact is being achieved?
1+
Example: Leadership Development Program
(Objective: Build capacity in an organization for developing leaders)
Plan of Action
Theory of Change
Intended Impact
If we do these activities…
Characterized by these principles…
Then, we will see these changes in people…
Half-day with entire leadership team, every month for a year
People grow best with support, feedback, accountability
Increased “bench strength” among our staff
Every other month taught by an external leadership expert,
alternating months facilitated by internal leadership coaches
Durable habits of leaders grow best over time and through consistent
and meaningful investment
Develop a culture of leadership development throughout the
org
Quarterly coaching interviews with each of the leaders
throughout the year to see progress and trouble-shoot
Org capacity for leadership and leadership culture can only be grown
if it touches multiple layers of org leadership
Vision for raising leaders in the emerging generation adopted
and embraced by all
Leaders organized in “triads” for support, accountability, and
feedback (no triad having direct reports)
Praxis is powerfully formative: the exposure to new ideas, skills,
theories accompanied by the chance to practice, followed by
reflection on what works and why (repeat cycle)
Multiple candidates for leadership positions in org
Ongoing work on “growing edge” plans for personal and
direct report development
People need opportunity to try things out if they are to develop
competency
Leadership application after each session
Design and implement a series of leadership “experiments”
to stretch into new capacities
“Disequilibration is the engine of growth”—leaders need to stretch
into the challenging and sometimes uncomfortable if they are to
grow
All management team working their own “growing edge” of
leadership – a sense that “everyone here is learning”
Management team exercising leadership development actively
and effectively with direct reports
Capacity to self-lead
Drawing exceptional talent to the org
Using curriculum oriented toward adaptive instead of just
technical leadership competence
What are the benchmarks and tell-tale signs that the
program is being delivered as intended?








Every manager develop a growing edge plan by
month 2
Identify 5 steps of progress
Complete 360 eval by second session
Complete 6 coaching conversations
Coaching relationships exhibit trust, energy, and
engagement
Monthly co-create of triad curriculum
Completion of 2 experiments
Atmosphere or self-awareness, reflection and
honesty
People best replicate in others what they experience for themselves
Etc.
How should these theories of change “show up” in everything you
do? How might you strengthen your action by your theory of
change?
The design needs to have a rhythm of instruction and practice
Program needs to have social support of colleagues built in—the kind
that will be genuine, meaningful, authentic, helpful
We will need to regularly get leaders out of their comfort zone and
into areas where they need to grow ( but “safely”)
This needs to touch all aspects of org leadership if it is to take root
and have the change we intend
What we do will need to be sustainable, that which will build habits
Increased impact through more effective leadership
What are the indicators, metrics, proxies, and tell-tale signs
demonstrating that this impact is being achieved?
Higher quality IDPs
# staff in LD pipeline
Change in Org-wide conversation and vocabulary about LD
All staff with personal and direct report “growing edge” plan
Increase in quality partnership in the community
Sustaining relationships in org supporting growth and dev.
# internal candidates for positions
Quality of new recruits (ed., exp., skill sets, etc.)
Increase of indicators on impact measures
Satisfaction scores on annual staff survey
Greater production from teams led by management (output
metrics)
More robust culture and ethos of org learning