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TOOLS-OF-ANALYSIS-IN-CO_Problem-Tree

The document outlines Problem Tree Analysis, a structured method for identifying and visualizing the causes and effects of a central problem. It emphasizes the importance of stakeholder involvement and provides a step-by-step procedure for creating a problem tree diagram. Additionally, it discusses the transition from a problem tree to an objective tree, which reframes issues into positive outcomes.

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10 views17 pages

TOOLS-OF-ANALYSIS-IN-CO_Problem-Tree

The document outlines Problem Tree Analysis, a structured method for identifying and visualizing the causes and effects of a central problem. It emphasizes the importance of stakeholder involvement and provides a step-by-step procedure for creating a problem tree diagram. Additionally, it discusses the transition from a problem tree to an objective tree, which reframes issues into positive outcomes.

Uploaded by

unsayjingle
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© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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TOOLS OF ANALYSIS IN CO:

PROBLEM TREE ANALYSIS


What is a Problem Tree?
- also called Situational analysis or just Problem
analysis, helps to find solutions by mapping
out the anatomy of cause and effect around
an issue in a similar way to a Mind map, but
with more structure.
- helps stakeholders to establish a realistic
overview and awareness of the problem by
identifying the fundamental causes and their
most important effects.
The main output of the exercise is a tree-shaped
diagram in which the trunk represents the focal
problem, the roots represent its causes and the
branches its effects.
Such a problem tree diagram creates a logical
hierarchy of causes and effects and visualizes the
links between them. It creates a summary
picture of the existing negative situation.
Why develop a Problem Tree?
• The Problem Tree structure brings several advantages:
• The problem can be broken down into manageable and definable chunks.
This enables a clearer prioritization of factors and helps focus objectives;
• There is more understanding of the problem and its often interconnected
and sometimes contradictory causes. This is often the first step in finding
win-win solutions;
• It identifies the central issues and arguments, and can help establish who
and what the political actors and processes are at each stage;
• It can help establish whether further information, evidence or resources
are needed to make a strong case, or build a convincing solution;
• Present issues – rather than apparent, future or past issues – are dealt
with and identified;
• The process of analysis often helps build a shared sense of understanding,
purpose and action.
STEP-BY-STEP PROCEDURE OF A
PROBLEM TREE ANALYSIS
The problem hierarchy is formed following these six main steps:
1. Identify existing problems
within the problem area/domain of interest (brain storming)
A problem is not the absence of a solution, but an
existing negative state or situation
Distinguish between existing, impossible, imaginary or
future problems
2. Define the core problem (focal problem or central point of
the overall problem).
3. Formulate the causes of the core problem
Consider that the problems identified in step 1 can also
be causes of the core problem
STEP-BY-STEP PROCEDURE OF A
PROBLEM TREE ANALYSIS
4. Formulate the effects (consequences) of the core problem
Consider that the problems identified in step 1 can also
be effects of the core problem

5. Draw a diagram (problem tree) that represents cause-effect


relationships (problem hierarchy)
 The focal problem is placed in the center of the
diagram, forming the trunk of the tree
 Causes are placed below and effects above, in sub-
dividing roots and branches (like a mind map)
 If possible, all causes/effects of a problem should be
on the same horizontal level
STEP-BY-STEP PROCEDURE OF A
PROBLEM TREE ANALYSIS
6. Review the logic and verify the diagram as a whole with
regard to validity and completeness. If necessary, make
adjustments.
Question to ask for each problem: are these causes
sufficient to explain why this occurs?
Example of a problem tree
GENERAL REMARKS AND
PRACTICAL ADVICE
Problem tree analysis is best undertaken in a
workshop setting, where a variety of
stakeholders are brought together. A good
representation of stakeholders during the
problem tree session is crucial to achieve a
shared understanding of the issues. There may
be considerable differences of opinion and
perceptions between different stakeholders.
Conducting a problem tree analysis calls for
skilled facilitation as well as plenty of time.
GENERAL REMARKS AND
PRACTICAL ADVICE
 It is important that everyone feels comfortable in
putting their point of view forward. In some cases it
may be beneficial to break into smaller groups, each
producing a separate tree and then compare results.
This could be advisable, for example, where

 the group taking part in the exercise is large


 women may be less vocal in front of men
 the aim is to get a perspective from a particular
group, such as young people.
GENERAL REMARKS AND
PRACTICAL ADVICE
 Useful materials are flip chart paper, markers, post-it notes or
cards, and scotch tape or pins for displaying them. Writing
each problem/cause/effect on a separate post-it note or card
during the brainstorming session allows for later
(re-)arranging in a cause-effect logic.
 Where cards are very similar create a single new card to
represent them all.
 There will probably be multiple causes for each effect, and
multiple effects for each cause. Some cards (such as poverty)
may be both fundamental causes and principal effects – in
this case use two cards for the same issue.
GENERAL REMARKS AND
PRACTICAL ADVICE
The importance of a problem is not
determined by its position in the problem tree
Allow for discussion, debate and dialogue. A
separate flip chart paper might be useful for
solutions, concerns, decisions and other
related ideas which result from the discussion.
Questions to guide the discussion might
include:
Discussion questions might include:

• Does this represent the reality? Are the economic, political and
socio-cultural dimensions to the problem considered?
• Which causes and consequences are getting better, which are
getting worse and which are staying the same?
• What are the most serious consequences? Which are of most
concern? What criteria are important to us in thinking about a
way forward?
• Which causes are easiest / most difficult to address? What
possible solutions or options might there be? Where could a
policy change help address a cause or consequence, or create a
solution?
• What decisions have we made, and what actions have we
agreed on?
GENERAL REMARKS AND
PRACTICAL ADVICE
Photograph the final problem tree or copy it
carefully onto flip chart paper.
Share a copy of the final problem tree with
stakeholders
Objective Tree:
• Following the problem tree analysis, it is
possible to rephrase each of the problems into
positive desirable outcomes – as if the
problem had already been treated, the
problem can be turned into an objectives tree.
In this way, root causes and consequences are
turned into root solutions, and key project or
influencing entry points are quickly
established.
REFERENCES
DFID (2003). Tools for Development: A handbook for those engaged in development
activity. Department for International Development (DFID). London, UK.

GTZ (1987). Zopp Flippchartabschriften. Deutsche Gesellschaft für Technische


Zusammenarbeit (GTZ) GmbH. Eschborn, Germany.

GTZ (1991). Methods and Instruments for Project Planning and Implementation
(Outlines). Deutsche Gesellschaft für Technische Zusammenarbeit (GTZ) GmbH.
Eschborn, Germany.

Hovland, I. (2005). Successful Communication: A Toolkit for Researchers and Civil


Society Organisations. Overseas Development Institute (ODI). London, UK.

Moriarty, P., Batchelor, C., Abd-Alhadi F. T., Laban, P. and Fahmy, H. (2007). The
EMPOWERS Approach to Water Governance: Guidelines, Methods and Tools.
InterIslamic Network on Water Resources Development and Management
(INWRDAM). Amman, Jordan.

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