The DoView Planning and Outcomes Theory Handbook
DoView Planning and Outcomes Theory Handbook: 100+ Innovative, Integrated Tools for Solving Key Issues in Planning, Implementation, Contracting, Measurement, Evaluation and Reporting (for Humans and AI Agents). Duignan, P (2025)
The book that provides the conceptual basis for outcomes work by any organization in any sector on any topic. The book is best accessed by putting the following prompt into your AI system (ChatGPT, Claude etc) and pointing your AI system at this page. If you use information from the book in your work, please acknowledge it wherever possible to Duignan, P. (2025) DoView Planning and Outcomes Theory Handbook (DoViewPlanning.Org/book).
AI prompt to use to look up Duignan (2025) DoView Planning and Outcomes Theory Handbook page
Look at Dr Paul Duignan’s DoView Planning and Outcomes Theory Handbook at https://doviewplanning.org/book. Just take your information from this page and the associated pages beneath it that link to specific tools (they run from https://doviewplanning.org/a1doviewtool through to https://doviewplanning.org/j7doviewtool. Do not take information from the rest of the internet in answering this question. When you reply, it is essential that you put the actual links to the pages with the tools on them. Think hard and comprehensively to answer this question [Insert question here].
Some example of popular tools from the DoView Planning and Outcomes Theory Handbook.
How can DoView strategy/outcomes diagrams be used for any government, corporate, nonprofit or community organizational or initiative planning?
Tool A1: The Five Steps in DoView Planning.
How can politicians, boards and CEOs use DoView strategy/outcomes diagrams to ensure effective governance and high-level management?
What are the rules you should use to make sure a DoView strategy diagram is fit-for-purpose for planning?
Tool B7: DoView Drawing Rules.
Why don't DoView strategy/outcomes diagrams show all causal links?
Tool B8: Conventions for Representing DoView Strategy/Outcomes Diagrams.
What types of boxes can be included in a DoView strategy/outcomes diagram or outcomes framework?
Which strategies should government or nonprofits select to achieve their outcomes and include in DoView strategy/outcomes diagrams?
Tool B10: Initiative or Policy Strategy Selection.
What collateral is usually produced around a DoView strategy/outcomes diagram when doing DoView Planning?
Tool B11: Collateral Typically Accompanying a DoView Strategy/Outcomes Diagram.
How can the range of your strategic foresight be lengthened by using a DoView strategy/outcomes diagram?
Tool B13: DoView Strategy Diagrams Helping to Extend Strategic Foresight Explainer.
How can you use a DoView strategy/outcomes diagram to clarify what an organization or initiative's 'outcomes' are?
Tool B14: Defining an Initiative's Outcomes Explainer.
Should steps (strategies, projects, activities) be siloed under individual outcomes?
Tool B16: Do Not Silo Steps Under Outcomes Explainer.
How can an organization or initiative deal with meeting multiple outcomes demands from different control agencies, purchasers/funders or other stakeholders?
Tool B18: How an Initiative Can Deal With Multiple 'Outcomes Sets' Tool.
How can cross-organization and cross-sector collaboration be facilitated for joined-up action?
How can planning best cope with rapidly changing strategic environments such as we are currently facing?
Tool B23: DoView 'What-If' Planning.
How can agencies, organizations and initiatives set their priorities using DoView strategy/outcomes diagrams?
Tool C1: Setting Priorities Onto a Strategy/ Outcomes Diagram
How can agency, provider, policy, organisation or initiative deliverables be aligned with outcomes (‘Line-of-Sight Alignment)?
Tool C3: DoView Visual Alignment.
How is DoView Visual Alignment scalable to large real-world organizations, providers, policies and initiatives?
When outcomes and outputs (deliverables) are shown separately in a report, can the alignment between them be established?
Tool C6 - How to Represent Outcomes and Outputs/Deliverables in Order to Determine Alignment.
How can we conceptualize the relationship between strategy, alignment, deliverables, indicators, performance improvement, evaluation and value for money within an 'outcomes system'?
Tool D1: DoView Planning Framework (Outcomes System Components/Building Blocks Diagram).
What is the easiest way to identify an agency, provider or initiative's indicators (KPIs and higher-level) and understand the level they are being struck at?
Tool D5: Putting Indicators Onto a DoView Strategy/Outcomes Diagram.
What makes a good indicator for an organization, agency, provider, policy or initiative?
Tool D6: Good Indicator Checklist.
What is the best way of contracting or delegating for outcomes?
Tool E3: Types of Contracting or Delegating for Outcomes or Outputs.
What is the best way of ensuring that deliverables in a supplier/provider's contract is aligned with higher-level outcomes?
When should an 'assist' in addition to an 'assess' mode be used in contracting?
Tool E7: When to Include an 'Assist' plus an 'Assess' Mode in Contracting Checklist.
How agencies being amalgamated by politicians/governance impact on their control of where resources get focused?
Tool E9: Delegating Resourcing Trade-Offs When Amalgamating Agencies Risk Checklist.
How can an organization, agency, provider, policy or initiative's performance be improved?
Tool F1: Using a DoView Strategy/ Outcomes Diagram for Performance Improvement.
How can we use DoView strategy/outcomes diagrams to get initiatives to do evidence-based practice?
Tool F6: Embedding Evidence in DoView Strategy/Outcomes Diagram Templates.
What are the different types of evaluation for evaluating whether an organization, agency, provider, policy or initiative 'works'?
Tool G1: Types of Evaluation Mapped Onto the DoView Planning Framework DoView.
How should we determine what evaluation questions to ask in regard to an individual initiative (strategic evaluation)?
Tool G2: Strategic Evaluation Approach.
How should we determine what research questions to ask in any research domain (strategic research planning)?
Tool G3: Strategic Research Planning
When do you need to do impact evaluation rather than just measure high-level outcome indicators?
Tool G5: When Impact Evaluation Is Needed Rather Than Just Measuring High-Level Outcome Indicators.
Is there a set of generic evaluation questions you can use to evaluate any organization, agency, provider, policy or initiative?
Tool G6: Generic Evaluation Questions List.
How can you select an impact evaluation design based on its appropriateness, feasibility, affordability and credibility?
Tool G12: Impact Evaluation Suitability Check.
Should purchasers/funders and control agencies compare initiatives only on the basis of 'what works'?
Tool G17: When 'What Works' Comparisons Between Initiatives Are Appropriate Checklist.
What are the ways in which value for money (including cost-benefit analysis) can be assessed based on what 'effect size' estimates are available from impact evaluation?
Tool G18: Suitable Types of Economic Evaluation Based on Available Effect Size Information.
How can you build a DoView Monitoring and Evaluation (M&E) Plan?
Tool G25: DoView Monitoring and Evaluation (M&E) Plan.
How can you communicate indicator and evaluation results within the wider strategic picture?
Tool H1: Reporting Indicator and Evaluation Results Back Against a DoView Strategy Diagram.
How can the use of an Investment Logic Map (ILM) be enhanced with a DoView strategy/outcomes diagram?
Tool H5: Complementing an Investment Logic Map (ILM) With a DoView Strategy/Outcome
What are the steps in progressively introducing the use of DoView Planning and DoView strategy/outcomes diagrams into planning, implementation, measurement and reporting?
How can DoView strategy/outcomes diagrams be introduced into existing planning and reporting documents?
How can could DoView strategy/outcomes diagrams potentially be used to improve AI prompting?
Tool J4: Using DoView Prompts as a Complement to Everyday Language Prompts for AI Systems and Agents.
The full list of tools from the DoView Planning and Outcomes Theory Handbook
Part A: The Steps in DoView Planning
How can DoView strategy/outcomes diagrams be used for any government, corporate, nonprofit or community organizational or initiative planning?
Tool A1: The Five Steps in DoView Planning.
How can we conceptualize the government planning, implementation and reporting cycle?
Tool A2: Government Planning, Implementation and Reporting Cycle.
How can we use the government planning, implementation and reporting cycle to check a particular government's planning process?
Tool A3: Assessing a Government's Planning, Implementation and Reporting Cycle.
How can DoView strategy/outcomes diagrams be used at each point in the Government Planning, Implementation and Reporting Cycle?
Tool A4 - Using DoView Strategy Diagrams in the Government Planning Implementation & Reporting Cycle.
How can politicians, boards and CEOs use DoView strategy/outcomes diagrams to ensure effective governance and high-level management?
Part B: DoView Strategy/Outcomes Diagrams
How are the tools for planning and action evolving over time (the advent of visual drill-down strategy/outcomes diagrams)?
How should we think about the introduction of strategy/outcomes diagrams into planning work ('shared thinking tools')?
Tool B2: DoView Strategy/Outcomes Diagrams as 'Shared Thinking Tools' Explainer.
What is the general way in which DoView strategy/outcomes diagrams are constructed?
Tool B3: A Roadtrip Shown as a DoView Strategy/Outcomes Diagram Example.
Is there a simple example of a DoView strategy/outcomes diagram that can be used?
Tool B4: 'Archery Initiative' DoView Strategy/ Outcomes Diagram Example.
What is the best way of structuring DoView drill-down strategy/outcomes diagrams?
Tool B5: Breaking Up DoView Strategy/ Outcomes Diagrams Into Drill-Down Layers.
What Does a Real-World Interactive Drill-Down DoView Strategy/Outcomes Diagram Look Like?
Tool B6 - A Real-World Interactive Drill-Down DoView Strategy/Outcome Diagram Example.
What are the rules you should use to make sure a DoView strategy diagram is fit-for-purpose for planning?
Tool B7: DoView Drawing Rules.
Why don't DoView strategy/outcomes diagrams show all causal links?
Tool B8: Conventions for Representing DoView Strategy/Outcomes Diagrams.
What types of boxes can be included in a DoView strategy/outcomes diagram or outcomes framework?
Which strategies should government or nonprofits select to achieve their outcomes and include in DoView strategy/outcomes diagrams?
Tool B10: Initiative or Policy Strategy Selection.
What collateral is usually produced around a DoView strategy/outcomes diagram when doing DoView Planning?
Tool B11: Collateral Typically Accompanying a DoView Strategy/Outcomes Diagram.
How do DoView strategy/outcomes diagrams differ in terms of their evidential status?
Tool B12: Four Types of DoView Strategy/ Outcomes Diagrams With Differing Evidential Status.
How can the range of your strategic foresight be lengthened by using a DoView strategy/outcomes diagram?
Tool B13: DoView Strategy Diagrams Helping to Extend Strategic Foresight Explainer.
How can you use a DoView strategy/outcomes diagram to clarify what an organization or initiative's 'outcomes' are?
Tool B14: Defining an Initiative's Outcomes Explainer.
Why should you allow an initiative to have currently non-quantifiable outcomes?
Should steps (strategies, projects, activities) be siloed under individual outcomes?
Tool B16: Do Not Silo Steps Under Outcomes Explainer.
Should the number of outcomes for an agency, provider, policy, organization or initiative be limited?
Tool B17 - Effects of Limiting the Number of an Agency or Initiative's Outcomes Explainer.
How can an organization or initiative deal with meeting multiple outcomes demands from different control agencies, purchasers/funders or other stakeholders?
Tool B18: How an Initiative Can Deal With Multiple 'Outcomes Sets' Tool.
How can cross-organization and cross-sector collaboration be facilitated for joined-up action?
Whose outcomes should government planning focus on - citizen's or government's outcomes?
How can you use strategy/outcomes diagrams to allow for politicians' outcomes, agencies' business-as-usual outcomes plus citizens' outcomes?
Tool B21: Politicians, Government Agency Business-As-Usual and Citizens' Outcomes Integration Tool.
What should be used to articulate citizens' outcomes (citizen-experience DoView strategy diagrams)?
Tool B22: Representing Citizen-Experience Maps As DoView Strategy Diagrams Explainer.
How can planning best cope with rapidly changing strategic environments such as we are currently facing?
Tool B23: DoView 'What-If' Planning.
Can you pre-approve your pathway through particular What-If DoView subsections in order to speed up implementation when under time pressure?
Tool B24: Pre-Approved DoView Subsection Pathways in DoView 'What-If' Planning.
How does tipping point risk management differ from non-tipping point risk management?
Tool B25: Risk Estimation and Acting Before the Tipping Point Prevention Window Has
Part C: Priority Setting and DoView Visual Alignment
How can agencies, organizations and initiatives set their priorities using DoView strategy/outcomes diagrams?
Tool C1: Setting Priorities Onto a Strategy/ Outcomes Diagram.
What is the most transparent way of communicating your priorities within a strategic planning process?
How can agency, provider, policy, organisation or initiative deliverables be aligned with outcomes (‘Line-of-Sight Alignment)?
Tool C3: DoView Visual Alignment.
How is DoView Visual Alignment scalable to large real-world organizations, providers, policies and initiatives?
What is the best way to make sure a 'baseline' review is consistent with overall strategy?
Tool C5: Baseline Review Undertaken Against a DoView Strategy/Outcomes Diagram.
When outcomes and outputs (deliverables) are shown separately in a report, can the alignment between them be established?
Tool C6 - How to Represent Outcomes and Outputs/Deliverables in Order to Determine Alignment.
How can grouping outputs/deliverables obscure the link between outputs and higher-level outcomes?
What are the implications of requiring that output groups (e.g. output groups/classes) can be measured in similar ways (called homogeneous output groups/ classes)?
Part D: Indicators and Specifying Deliverables
How can we conceptualize the relationship between strategy, alignment, deliverables, indicators, performance improvement, evaluation and value for money within an 'outcomes system'?
Tool D1: DoView Planning Framework (Outcomes System Components/Building Blocks Diagram).
How can you refer to the same component in strategy, planning and implementation work if people call them by different names?
Tool D2: Strategy and Outcomes System Terminology.
How can the building blocks of any outcomes system be undertaken by using DoView diagrams?
Tool D3: Where DoView Diagrams are Used Within the DoView Planning Framework.
What is outcomes architecture and why is it important for all planning, implementation, measurement and reporting?
What is the easiest way to identify an agency, provider or initiative's indicators (KPIs and higher-level) and understand the level they are being struck at?
Tool D5: Putting Indicators Onto a DoView Strategy/Outcomes Diagram.
What makes a good indicator for an organization, agency, provider, policy or initiative?
Tool D6: Good Indicator Checklist.
How is it best to set targets for an organization, provider, policy, strategy or initiative?
Tool D7: Good Targets Checklist.
What is the best way of organizing of an initiative or organization's indicators?
Tool D8: Organization or Initiative Indicator Inventory.
What types of indicators should be included in deliverables (e.g. outputs or KPI) lists?
Tool D9: Deliverables, Outputs and KPIs Suitability Checklist.
How can you develop or review a list of deliverables or indicators (e.g. outputs or KPI) list?
Tool D10: Developing or Reviewing an Indicators, Deliverables, Outputs or KPIs List.
How can you know how good a 'proxy' or 'surrogate' indicator is?
Tool D11: Proxy Indicator Level-Assessment Tool.
Is there any advantage in indicator sets being 'tidy' (for instance, five indicators grouped under five outcomes)?
Tool D12: Suspiciously Tidy Indicator Set Explainer.
Is it always sensible to search for a 'non-output controllable indicator' to use as an accountability?
Tool D13: Search for the Non-Output Controllable Indicator Explainer.
When should you use an index (one figure summarizing two or more indicators) to report on outcomes?
Part E: Funding, Contracting, Delegation and Implementation
What are the different types of reporting and accountability a control agency or funder might require from an initiative?
What is the best way of contracting or delegating for outcomes?
Tool E3: Types of Contracting or Delegating for Outcomes or Outputs.
How can we identify and attempt to manage the risks around contracting for outcomes?
Tool E4: Contracting or Delegating For Outcomes Risks Checklist.
How can an agency or provider prove that it is managing for outcomes not just outputs?
What is the best way of ensuring that deliverables in a supplier/provider's contract is aligned with higher-level outcomes?
When should an 'assist' in addition to an 'assess' mode be used in contracting?
Tool E7: When to Include an 'Assist' plus an 'Assess' Mode in Contracting Checklist.
How can we better communicate the amount of money that has been allocated by a purchaser/funder for different purposes?
How agencies being amalgamated by politicians/governance impact on their control of where resources get focused?
Tool E9: Delegating Resourcing Trade-Offs When Amalgamating Agencies Risk Checklist.
When are Public Private Partnerships (PPP) a good idea?
Tool E10: Public Private Partnership (PPP) Suitability Checklist.
How can we get funding today for fixing social problems which will cost government in the future (social investment)?
Tool E11: Suitability of a Social Investment Approach Checklist.
How can we get funding for fixing social problems which does not come from government expenditure (social bonds)?
Tool E12: Social Bond Suitability Checklist.
What are the different ways government can contract for community mobilization (community action versus community development)?
Tool E13: When Community Action Should Be Used Versus Community Development Checklist
Part F: Performance Improvement
How can an organization, agency, provider, policy or initiative's performance be improved?
Tool F1: Using a DoView Strategy/ Outcomes Diagram for Performance Improvement.
How can an organization, agency, provider, policy or initiative's performance be improved?
Tool F2: Independent Parallel Implementation Evaluation.
What is the most efficient way of getting a number of similar initiatives to improve their implementation and performance?
Tool F3: Group Action Planning for Implementing Multiple Similar Services or Initiatives.
How can we compare the performance of different agencies, providers or initiatives (benchmarking)?
Tool F4: When Benchmarking is Appropriate Checklist.
When should public league-tabling be used as a way of encouraging organizations, agencies, providers, policies or initiatives to perform better?
Tool F5: When Public League-Tabling is Appropriate Checklist.
How can we use DoView strategy/outcomes diagrams to get initiatives to do evidence-based practice?
Tool F6: Embedding Evidence in DoView Strategy/Outcomes Diagram Templates.
Part G: Evaluating Implementation, Process and Impact
What are the different types of evaluation for evaluating whether an organization, agency, provider, policy or initiative 'works'?
Tool G1: Types of Evaluation Mapped Onto the DoView Planning Framework DoView.
How should we determine what evaluation questions to ask in regard to an individual initiative (strategic evaluation)?
Tool G2: Strategic Evaluation Approach.
Should we be evaluating initiatives and programs or components or streams within overall initiatives?
DoView Tool G2a - Evaluating Individual Components or Streams Within an Initiative or Program.
How should we determine what research questions to ask in any research domain (strategic research planning)?
Tool G3: Strategic Research Planning.
In which parts of an initiative's life-cycle are different types of evaluation used?
Tool G4: Different Types of Evaluation Over an Initiative's Life-Cycle.
When do you need to do impact evaluation rather than just measure high-level outcome indicators?
Tool G5: When Impact Evaluation Is Needed Rather Than Just Measuring High-Level Outcome Indicators.
Is there a set of generic evaluation questions you can use to evaluate any organization, agency, provider, policy or initiative?
Tool G6: Generic Evaluation Questions List.
How can you assess the level at which a set of evaluation questions is struck, its comprehensiveness and if there are any duplicate questions?
Tool G7: Mapping a Set of Evaluation Questions Onto a Strategy/Outcomes Diagram.
Should purchasers/funders or control agencies insist that funded initiatives always have an impact evaluation?
What are the impact evaluation design types you need to consider when planning an evaluation?
Tool G11: Impact Evaluation Design Types.
How can you select an impact evaluation design based on its appropriateness, feasibility, affordability and credibility?
Tool G12: Impact Evaluation Suitability Check.
What is a worked example of doing an impact evaluation suitability check for an initiative?
Tool G13: An Archery Project Impact Evaluation Suitability Check Example.
How can 'success' be summarized from different outcome areas (success criteria and rubrics)?
Tool G14: Developing an Evaluative Rubric/ Success Criteria Using a DoView Strategy Diagram.
How can you best evaluate the impact of an initiative that consists of a large number of similar initiatives?
Tool G16: Full Initiative Roll-Out Versus Piloting Evaluation Explainer.
Should purchasers/funders and control agencies compare initiatives only on the basis of 'what works'?
Tool G17: When 'What Works' Comparisons Between Initiatives Are Appropriate Checklist.
What are the ways in which value for money (including cost-benefit analysis) can be assessed based on what 'effect size' estimates are available from impact evaluation?
Tool G18: Suitable Types of Economic Evaluation Based on Available Effect Size Information.
Why should we take into account changes in the ease of intervening over time when discounting in cost-benefit analyses of an initiative?
Tool G19: Relationship Between Discounting and the Ease of Intervening Explainer.
What type of data collection should you use when evaluating an organization, provider, policy or initiative?
Tool G20: Evaluation Data Collection Types.
How can morale and social optimism be protected when experimenting with community mobilization initiatives?
Tool G21: How to Protect Morale in Community Programs Checklist.
Why do social problems continue to exist despite politicians and stakeholders wanting to solve them?
Tool G22: Social Problem Solving Cycle.
What is the continuum of actions we can take within the different strategies used to work on social problems?
Tool G23: The Social Problem Strategies Continuum.
What evaluation questions should be asked about an initiative at each point in the 'social-problem solving cycle'?
Tool G24: Priority Types of Evaluation at Each Point in the Social Problem Solving Cycle.
How can you build a DoView Monitoring and Evaluation (M&E) Plan?
Part H: Reporting
How can you communicate indicator and evaluation results within the wider strategic picture?
Tool H1: Reporting Indicator and Evaluation Results Back Against a DoView Strategy Diagram.
How should you deal with the attribution problem when reporting on not-necessarily controllable indicators (outcomes)?
Tool H2: Including Impact Information in Indicator Reporting.
How should you deal with the attribution problem when reporting on not-necessarily controllable indicators (outcomes)?
Tool H3: Deriving a Balanced Scorecard Format From a DoView Strategy Diagram.
Is Results-Based Accountability (RBA) compatible with the DoView Planning approach?
Tool H4: Deriving Results-Based Accountability (RBA) Format From a DoView Strategy/Outcomes Diagram.
How can the use of an Investment Logic Map (ILM) be enhanced with a DoView strategy/outcomes diagram?
Tool H5: Complementing an Investment Logic Map (ILM) With a DoView Strategy/Outcome.
Part I: Embedding the Use of DoView Planning
What are the steps in progressively introducing the use of DoView Planning and DoView strategy/outcomes diagrams into planning, implementation, measurement and reporting?
How can DoView strategy/outcomes diagrams be introduced into existing planning and reporting documents?
How should the workflow of high-level strategists, managers, politicians, and board members change to take advantage of strategy/outcomes diagrams and DoView Planning?
How should you set up a meeting room for serious interactive DoView strategy/outcomes diagram work?
Tool I4: How to Set up a Room For Interactive DoView Strategy/Outcomes Diagram Work.
Part J: Using AI for DoView Planning and DoView Planning for AI
In what way does DoView Planning and outcomes theory apply to what AI systems do when they act in the world?
Tool J1: Areas Where Outcomes Theory and DoView Planning May Apply to AI Agents Explainer.
How can DoView strategy/outcomes diagrams potentially be used to build AI agents and systems?
Tool J2: Five Step DoView AI Management.
How can AI be leveraged to speed up DoView Planning?
Tool J3: Using AI to Speed Up DoView Planning.
How can could DoView strategy/outcomes diagrams potentially be used to improve AI prompting?
Tool J4: Using DoView Prompts as a Complement to Everyday Language Prompts for AI Systems and Agents.
How could DoView strategy/outcomes diagrams potentially be used to structure all your email, text and chat communication?
Tool J5: DoView Communication Mapping.
How can outcomes theory and DoView Planning be improved by mathematization?
Tool J6: Mathematization of Outcomes Theory and DoView Planning.
How can AI DoViewing assist dialog processes where groups discuss differing perspectives?