Problem Analysis 2.
To understand what is at the heart of a
(Problem, Objective and Alternative Tree)
WHAT IS A COMMUNITY PROBLEM?
Example Community Problems:
• Adolescent pregnancy
• Access to clean drinking water
• Child abuse and neglect
• Crime
• Domestic violence
• Drug use
• Environmental contamination
• HIV/ AIDS
• Hunger
• Inadequate emergency services
• Inequality
WHAT IS ANALYZING COMMUNITY
PROBLEMS ALL ABOUT?
• Analyzing community problems is a way
of thinking carefully about a problem or
issue before acting on a solution.
• It first involves identifying reasons a
problem exists, and then (and only
then) identifying possible solutions and
a plan for improvement.
• The techniques for analyzing
community problems require simple
logic, and the collection of evidence.
WHY SHOULD I ANALYZE A COMMUNITY
PROBLEM?
1. To better identify what the problem or issue
is.
• Kids gather on a street. Sometimes they
drink; sometimes they get rowdy. What
is the problem here? The drinking? The
rowdiness? The gathering itself? Or, the
possible fact that kids have nowhere
else to go and few positive alternatives
for engagement?
FEU - RLE 2019
problem.
• A problem is usually caused by
something; what is that something? We
should find out.
3. To determine the barriers and resources
associated with addressing the problem.
• It's good practice and planning to
anticipate barriers and obstacles before
they might rise up. By doing so, you can
get around them.
4. To develop the best action steps for
addressing the problem.
• Having a plan of action is always better
than taking a few random shots at the
problem. If you know where you are
going, you are more likely to get there.
• In general, when you tackle a problem,
it's almost always smarter to analyze it
before you begin.
WHEN SHOULD I ANALYZE A COMMUNITY
PROBLEM?
• When the community problem is not
defined very clearly
• When little is known about the
community problem, or its possible
consequences
• When you want to find causes that may
improve the chance of successfully
addressing the problem
• When people are jumping to solutions
much too soon
• When you need to identify actions to
address the problem, and find
collaborative partners for taking action.
Problem Tree
• Problem tree analysis helps
stakeholders to establish a realistic
overview and awareness of the problem
by identifying the fundamental causes
and their most important effects.
. PROBLEM ANALYSIS.
 • Tree-shaped diagram in which the trunk roots and branches (like a mind
represents the focal problem, the roots map)
represent its causes and the branches • If possible, all causes/effects of
its effects. a problem should be on the
same horizontal level.
6. Review the logic and verify the diagram
as a whole with regard to validity and
completeness. If necessary,
7. Make adjustments.
• Question to ask for each problem:
are these causes sufficient to
explain why this occurs?

STEP-BY-STEP PROCEDURE OF A
PROBLEM TREE ANALYSIS
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
GENERAL REMARKS AND
identified in step 1 can also be
PRACTICAL ADVICE
causes of the core problem
4. Formulate the effects (consequences)
• - Problem tree analysis is best
of the core problem o Consider that
undertaken in a workshop setting,
the problems identified in step 1 can
where a variety of stakeholders are
also be effects of the core problem.
brought together. A good
5. Draw a diagram (problem tree) that
representation of stakeholders during
represents cause-effect relationships
the problem tree session is crucial to
(problem hierarchy).
achieve a shared understanding of the
• The focal problem is placed in
issues. There may be considerable
the center of the diagram,
differences of opinion and perceptions
forming the trunk of the tree
between different stakeholders.
• Causes are placed below and
effects above, in sub-dividing

FEU - RLE 2019 . PROBLEM ANALYSIS.

 • - Conducting a problem tree analysis Requirements and limitations
calls for skilled facilitation as well as • All stakeholders should participate
plenty of time. in the scoping. This way, their
• - It is important that everyone feels commitment can be obtained and,
comfortable in putting their point of very important, their understanding
view forward. In some cases it may be for the choices made.
beneficial to break into smaller groups, • Scoping is about assessing with
each producing a separate tree and whom you are suited to do what,
then compare results. and what can better be left (to
• - There will probably be multiple causes others).
for each effect, and multiple effects for • This is why you may integrate some
each cause. Some cards (such as institutional and organizational
poverty) may be both fundamental analysis tools at this stage.
causes and principal effects. • They give you an overview of
• - Allow for discussion, debate and current capacities and aspirations,
dialogue. so you consider both your own
• Questions to guide the discussion might capacity and those of others in
include: deciding what you will define as
• Does this represent the reality? within or outside the scope of your
Are the economic, political and project.
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 upon? - Photograph the
final problem tree or copy it
carefully onto flip chart paper.
• - Share a copy of the final problem tree
with stakeholders

FEU - RLE 2019 . PROBLEM ANALYSIS.

 Analysis of objectives
This methodology allows:
• To describe the future scenarios deriving from
the problems’ solution.
• To verify the objectives’ hierarchy.
• To clarify in a diagram the means-ends
relations.
The negative situations identified in the
problem tree are transformed into positive and
already reached situations.
This phase requires therefore 2 steps:
Analysis of possible strategies
• The different groups of similar
Objectives identified in the Problem
tree become Strategies.
• The most appropriate and feasible
strategy is selected on the basis of
different criteria (priority, budget,
timing).
• Definition of the different strategies
allowing to reach the project’s purpose.
• Choice of the project’s strategy.

Summary
1. Problem analysis
• Check the subject with the
stakeholders
• Make an inventory of all perceived
problems
• Check whether these problems are
commonly understood
• Build the problem tree (cause-effect
relations)
2. Objectives analysis
• Convert the problem tree into an
objective tree
• Check consistency of means-end
relations, if necessary reformulate
objectives
3. Analysis of strategy
• Divide the objective tree into clusters
(clustering)
• Select the clusters which will be
included in the intervention (scoping)

FEU - RLE 2019 . PROBLEM ANALYSIS.

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FEU - RLE 2019 . PROBLEM ANALYSIS.