Jericho Chambers: Our Theory of Change

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The Jericho Theory of Change (ToC) supports, consolidates, and substantiates our mission to help change society for the better. To do this, we need to define the scope and nature of what we want to change and how. A sporadic, scatter-gun approach to change will not work. Jericho’s Theory of Change was developed with a working group of Jericho partners and tested with a number of organisations that share similar values.

We welcome recommendations, thoughts and ideally adoption. ToC thinking will be formally launched later in 2018.


Our view of change:

We have a largely ecological view of change: everything has an organic complexity and inter-connectedness, which links the local to the global and across sectors. Change, if it is to be meaningful, coherent and systemic, has to operate at every level and in every way. Jericho, for all its networks, wisdom and ambition can only do so much. Our segment of the world is largely but not exclusively focused on:

  • the UK
  • business or business-related sectors
  • the big common good and solutions to the problematic issues society faces
  • the diverse alliances that can help deliver these solutions
  • the process by which often conflicting groups and ideas can be brought together to create both new thinking and alliances, networks and movements to make change happen.

By focussing in this way, we hope, over time, to shift the values and priorities of big organisations, corporations and representative bodies and create new alliances and a new compact between business, civil society and politics, in line with common good goals.


Our method is to:

  • Find the public or common good issue at the heart of any key challenge. We are doing this on taxation, housing, the digital economy, work, transport and the built environment.
  • Build internal agreement around the common good issue, problems and solutions within the leadership of an organisation or across an initial alliance of founding partner organisations.
  • Use a mix of ethics, research and practical experience to inform this process within the context of the wisdom of the crowd.
  • Create and curate the space through roundtables, workshops, bigger festival-type events, blogs, articles, podcasts and publications.
  • To ensure that, within our activities, shared vulnerability allows for solutions to be explored and negotiated between people and organisations who don’t necessarily agree with each other about what’s wrong or how to put it right. It is always a combination approach to which we aspire – not a black or white binary decision.
  • Through open dialogue, build coalitions, networks and movements of organisations and people across business, politics, the media and civil society to make change happen through their individual and collective actions.
  • Work with other partner organisations who occupy complementary parts of the change ecology, such as Blueprint for Better Business and the Forward Institute, on internal organisational change, and The Foundation on customer expectations and collective beliefs
  • Over time, work on more issues in more expansive and interconnected ways – an ecology of ecologies



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