Data Management, Results Monitoring and Evaluation
UN RCO
Posté le 08/03/2026
2/2 On H3, ToC, and RBM, I agree that traditional RBM sits in H1 logics of predictability, control, and linearity. Yet abandoning measurement in H3 carries its own risks, especially in contexts where communities expect accountability and where power imbalances can easily be reproduced.
My proposal is not to squeeze H3 into an H1 results framework, but to reimagine RBM and ToC so they can meaningfully engage with transformation. This includes tracking shifts in power, agency, norms, and relationships; unintended effects; directionality of change; enabling conditions; system behaviours; and early signals of transformation.
In this way, RBM becomes a learning and sense‑making practice, and ToC becomes a living hypothesis about how structural change may emerge. The value of using Three Horizons lies in surfacing tensions between immediate needs and long‑term change, the risk of innovations reverting to the status quo, and the limits of linear planning in complex systems. These tensions should strengthen not dilute the transformative intent of H3.
RE: Foresight Meets Reality: Using Three Horizons to build a Gender-Responsive, Human Rights-Based, and LNOB Results-Oriented Theory of Change
Zimbabwe
Getrude Nyashadzamwari Matsika
Data Management, Results Monitoring and Evaluation
UN RCO
Posté le 08/03/2026
2/2 On H3, ToC, and RBM, I agree that traditional RBM sits in H1 logics of predictability, control, and linearity. Yet abandoning measurement in H3 carries its own risks, especially in contexts where communities expect accountability and where power imbalances can easily be reproduced.
My proposal is not to squeeze H3 into an H1 results framework, but to reimagine RBM and ToC so they can meaningfully engage with transformation. This includes tracking shifts in power, agency, norms, and relationships; unintended effects; directionality of change; enabling conditions; system behaviours; and early signals of transformation.
In this way, RBM becomes a learning and sense‑making practice, and ToC becomes a living hypothesis about how structural change may emerge. The value of using Three Horizons lies in surfacing tensions between immediate needs and long‑term change, the risk of innovations reverting to the status quo, and the limits of linear planning in complex systems. These tensions should strengthen not dilute the transformative intent of H3.