The Viable Change Framework: Linking Theory of Change and Organisational Viability for Quality Enhancement in Higher Education

Higher education institutions operate in complex environments that challenge conventional approaches to quality assurance, improvement and enhancement. Drawing on organisational cybernetics and complexity‐aware evaluation, this study develops a viable change framework (VCF) linking a programme's theory of change (ToC) with a viable system model–informed organisational viability analysis. The VCF articulates assumptions for VSM elements and connects these viability assumptions with ToC assumptions about how outcomes are achieved. The VCF is applied to a professional doctoral programme in New Zealand. Stakeholders identified missing assumptions, coordination bottlenecks, cross‐system dependencies, evidence gaps and equity issues to address before the framework can guide programme redesign and review. This study contributes an operationalised approach and template for linking change and viability logics in support of programme success and viability. Findings suggest the VCF may strengthen governance and programme improvement by aligning intended changes with the organisational conditions required for delivery.