Logical frameworks, Aristotle and soft systems: a note on the origins, values and uses of logical frameworks, in reply to Gasper

Theory of Change and Logical Framework: A Comparative Measure for Monitoring and Evaluation Practices

“…In the 1980s, it was chosen by European development organizations and since the 90s, many donors agency has shaped the LFA as the standard approach for grant application (Hailey & Sorgenfrei, 2004, Bakewell & Garbutt, 2005. One argues that its origin and the theory basis could be traced back to ancient Greek Aristotle, by describing the 'four causes' or four fundamental questions consisting of the material; physical process and activities, the formal; producing output, the efficient; what the produced thing will be, and the final; contribution to wider needs and purposes (Bell, 2000).…”

Theory of Change and Logical Framework: A Comparative Measure for Monitoring and Evaluation Practices

“…In the 1980s, it was chosen by European development organizations and since the 90s, many donors agency has shaped the LFA as the standard approach for grant application (Hailey & Sorgenfrei, 2004, Bakewell & Garbutt, 2005. One argues that its origin and the theory basis could be traced back to ancient Greek Aristotle, by describing the 'four causes' or four fundamental questions consisting of the material; physical process and activities, the formal; producing output, the efficient; what the produced thing will be, and the final; contribution to wider needs and purposes (Bell, 2000).…”

Integral viability analysis of entrepreneurial projects in critical contexts: Application to the case of the management of a shea mill in Kumbungu, Ghana

“…Lastly, given the limitations of methods such as the LFA or ToC, we consider they are not appropriate for analysing the viability of small entrepreneurial projects. On the one hand, the LFA method has a linear logic, suitable for simple and controlled conditions (Dale, 2003) and it is designed for non-profit projects (Bell, 2000), so the methodology is not adapted to the business environment. In addition, the LFA do not encourage real and active participation of the population in the initial phases (such as in the viability analysis) (Chambers & Pettit, 2004).…”

“…The output of the LFA, the project or programme plan, is usually required to be summarised in a logical framework. However, this tool has been critised because it embodies a linear logic associated with things rather than people, with simple and controlled conditions and with closed systems (see for example Dale, 2003or Bell, 2000 and for disempowering people in the process (Chambers & Pettit, 2004).…”

Applying Systemic Project Management Approaches for the UK National Health Service

“…In an earlier paper Bell applied this-specifically as a means to explore the outcomes of SSM analysis (Bell, 2000). Although it is not without numerous critics-and it can certainly be applied in a non-participatory and top-down manner (Gasper, 1997;Gasper, 2000), it remains a commonly used method in many difficult and complex contexts.…”

Theory of Change and Logical Framework: A Comparative Measure for Monitoring and Evaluation Practices

“…In the 1980s, it was chosen by European development organizations and since the 90s, many donors agency has shaped the LFA as the standard approach for grant application (Hailey & Sorgenfrei, 2004, Bakewell & Garbutt, 2005. One argues that its origin and the theory basis could be traced back to ancient Greek Aristotle, by describing the 'four causes' or four fundamental questions consisting of the material; physical process and activities, the formal; producing output, the efficient; what the produced thing will be, and the final; contribution to wider needs and purposes (Bell, 2000).…”

Integral viability analysis of entrepreneurial projects in critical contexts: Application to the case of the management of a shea mill in Kumbungu, Ghana

“…Lastly, given the limitations of methods such as the LFA or ToC, we consider they are not appropriate for analysing the viability of small entrepreneurial projects. On the one hand, the LFA method has a linear logic, suitable for simple and controlled conditions (Dale, 2003) and it is designed for non-profit projects (Bell, 2000), so the methodology is not adapted to the business environment. In addition, the LFA do not encourage real and active participation of the population in the initial phases (such as in the viability analysis) (Chambers & Pettit, 2004).…”

“…The output of the LFA, the project or programme plan, is usually required to be summarised in a logical framework. However, this tool has been critised because it embodies a linear logic associated with things rather than people, with simple and controlled conditions and with closed systems (see for example Dale, 2003or Bell, 2000 and for disempowering people in the process (Chambers & Pettit, 2004).…”

Applying Systemic Project Management Approaches for the UK National Health Service

“…In an earlier paper Bell applied this-specifically as a means to explore the outcomes of SSM analysis (Bell, 2000). Although it is not without numerous critics-and it can certainly be applied in a non-participatory and top-down manner (Gasper, 1997;Gasper, 2000), it remains a commonly used method in many difficult and complex contexts.…”

Theory of Change and Logical Framework: A Comparative Measure for Monitoring and Evaluation Practices

“…In the 1980s, it was chosen by European development organizations and since the 90s, many donors agency has shaped the LFA as the standard approach for grant application (Hailey & Sorgenfrei, 2004, Bakewell & Garbutt, 2005. One argues that its origin and the theory basis could be traced back to ancient Greek Aristotle, by describing the 'four causes' or four fundamental questions consisting of the material; physical process and activities, the formal; producing output, the efficient; what the produced thing will be, and the final; contribution to wider needs and purposes (Bell, 2000).…”

Integral viability analysis of entrepreneurial projects in critical contexts: Application to the case of the management of a shea mill in Kumbungu, Ghana

“…Lastly, given the limitations of methods such as the LFA or ToC, we consider they are not appropriate for analysing the viability of small entrepreneurial projects. On the one hand, the LFA method has a linear logic, suitable for simple and controlled conditions (Dale, 2003) and it is designed for non-profit projects (Bell, 2000), so the methodology is not adapted to the business environment. In addition, the LFA do not encourage real and active participation of the population in the initial phases (such as in the viability analysis) (Chambers & Pettit, 2004).…”

“…The output of the LFA, the project or programme plan, is usually required to be summarised in a logical framework. However, this tool has been critised because it embodies a linear logic associated with things rather than people, with simple and controlled conditions and with closed systems (see for example Dale, 2003or Bell, 2000 and for disempowering people in the process (Chambers & Pettit, 2004).…”

Applying Systemic Project Management Approaches for the UK National Health Service

“…In an earlier paper Bell applied this-specifically as a means to explore the outcomes of SSM analysis (Bell, 2000). Although it is not without numerous critics-and it can certainly be applied in a non-participatory and top-down manner (Gasper, 1997;Gasper, 2000), it remains a commonly used method in many difficult and complex contexts.…”