Difference between revisions of "Problem Tree Analysis"
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* The problem tree should be a valid but simple representation of the current negative situation. It cannot (and should not) contain or explain the complexities of every identifiable cause-effect relationship.}} | * The problem tree should be a valid but simple representation of the current negative situation. It cannot (and should not) contain or explain the complexities of every identifiable cause-effect relationship.}} | ||
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− | [[Media:ProblemTreeAnalysisExample.pdf|Example of Problem Tree Analysis]] | + | |[[image:pdf.png]] |
+ | [[Media:ProblemTreeAnalysisExample.pdf|Example of Problem Tree Analysis]]}} | ||
== References == | == References == | ||
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Revision as of 10:55, 28 October 2009
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A tool that helps to identify the negative aspects of an existing situation and establish the “cause and effect” relationships between the identified problems.[1] |
Why to use it?[2]
- 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 even contradictory causes. This is often the first step in finding win-win solutions;
- It identifies the constituent 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.
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Step By Step[3]The problem tree should be developed as a participatory group activity. 6 to 8 people is often a good group size. It is important to ensure that groups are structured in ways that enable particular viewpoints, especially those of the less powerful, to be expressed.
The heart of the exercise is the discussion, debate and dialogue that is generated as factors are arranged and re-arranged, often forming sub-dividing roots and branches.[4]
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References
- ↑ European Commission, « Aid Delivery Methods : Volume 1 Project Cycle Management Guidelines », March 2004.
- ↑ [Overseas Development Institute (ODI), http://www.odi.org.uk/RAPID/Tools/Toolkits/Communication/Problem_tree.html](22 October, 2009).
- ↑ European Commission, « Aid Delivery Methods : Volume 1 Project Cycle Management Guidelines », March 2004, and NZAID Tools, “Logical Framework Approach”, http://nzaidtools.nzaid.govt.nz/logical-framework-approach/annex-2-problem-tree-analysis (22 October, 2009)
- ↑ Overseas Development Institute (ODI), http://www.odi.org.uk/RAPID/Tools/Toolkits/Communication/Problem_tree.html (22 October, 2009)
- ↑ European Commission, « Aid Delivery Methods : Volume 1 Project Cycle Management Guidelines », March 2004, and NZAID Tools, “Logical Framework Approach”, http://nzaidtools.nzaid.govt.nz/logical-framework-approach/annex-2-problem-tree-analysis (22 October, 2009) [Overseas Development Institute (ODI), http://www.odi.org.uk/RAPID/Tools/Toolkits/Communication/Problem_tree.html](22 October, 2009).
- ↑ [Overseas Development Institute (ODI), http://www.odi.org.uk/RAPID/Tools/Toolkits/Communication/Problem_tree.html](22 October, 2009).
- ↑ European Commission, « Aid Delivery Methods : Volume 1 Project Cycle Management Guidelines », March 2004, and NZAID Tools, “Logical Framework Approach”, [1](22 October, 2009).