Problem Tree
Visualising cause-effect relationships
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Purpose of the problem tree tool; |
The problem tree tool assists participants in a participative planning exercise to analyse an existing situation by identifying the major problems, the causes and the cause-effect relationships and their main causal relationships. |
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The output |
The output is a visual arrangement of problems and arrange to show to causes-effect hierarchies.
The core problem can then be identified (in the centre). This technique helps participants understand the broader context, the interrelationship of problems and the potential implications when considering interventions.
Source: http://web.mit.edu/urbanupgrading/upgrading/issues-tools/tools/problem-tree.html |
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Background & reason |
The technique is an integral part of the ZOPP/GOPP/ Log Frame participative planning approach used by the GTZ and many European development organizations.
The ‘problem tree’ is then converted into an ‘objectives tree’. This is sometimes simplistically achieved through a simple rewording: ‘lack of sufficient water becomes ‘provide sufficient clean water.’ The resultant objectives tree then shows a ‘means-ends’ relationship. The theory is that, by tackling each objective in the project and converting each problem into a new, positive state our intervention should turn the core-problem around. These objectives in the tree then provide a basis for project and program definition.
The ‘problem tree’ is never static and seldom - if ever – will be the same for other groups or the same group at another time.
It is useful more to broaden and deepening people’s understanding than as a definitive analysis tool. For example, ‘lack of sufficient clean water’ could either be a ‘cause’ or an ‘effect,’ depending on the situation and participating group, and the project objectives and tasks would be different for each. |
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Steps
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- Participants list all the problems that come to mind. Participants write up cards and these are then pinned to a board.
- Determine which problems are “Causes” and which are “Effects.” The relationships emerged slowly by linking between the cards, determining which is the cause, and which is the effect
- Flesh out the emerging picture by rewriting or developing new cards
- Identify a core problem (this may involve considerable trial and error before settling on one) but it should problem emerge with a clear relationship between all the cause-effect chains and the main problem.
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Other links |
http://www.foodgrainsbank.ca/proposal_guide/tips/tips103.pdf
http://www.ausaid.gov.au/ausguide/ausguidelines/1-2-1.cfm
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