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47 Table 3: Differences between Theory of Change and Log Frame Matrix Theory of Change Log Frame Matrix  It is outcomes-based to help stakeholders see how change is like  Explains change and link between activities and outcomes (HOW and WHY)  Requires justification at each step of the casual model  Explains why initiatives worked or not and went wrong  It illustrates different project components in order to help stakeholders easily identify them  Identifies components to be monitored and evaluated  Requires means to verify that proposed components were actualized  Requires testing assumptions articulated to find out if they still hold Managing for Impact With a clear aspired future and plan of how to reach to that future, deliberate actions must be taken to make the project achieve its goal. Remember, “a plan is just a plan”, it has to be made real by consistently working towards making it a reality. To successed in a project, much effort is required. Change begins by acknowledging that one needs to change and then align behaviour and thinking so that it favours the desired change. In projects, we desire to see impact of our interventions. Impact refers to direct or indirect changes caused by the interventions on beneficiaries and non-beneficiaries’ physical, psychological, cultural and social life (see Table 1: Four Levels of Change). IFAD (2002) defines impact as observable; changes that permeate all levels of society, especially among marginalised groups. To manage for impact, we need a road-map that the Wageningen UR Center for Development Innovation calls the managing for impact framework (M4I). The road to impact is complex and non-linear, yet guiding strategies can help move towards impact. There is evidence that development aid is not having enough impact and in 2005, a study in East and Southern Africa found little evidence of managing for impact (Kuster et al ., 2010). Therefore, a road-map to impact guides what to look for on the way to impact. Managing for impact includes six components as depicted in the M4I Framework below: Figure 6: Managing for Impact Framework