BRAIN STORMING BY USING ISSUE TREE

Issue Tree

Issue Trees is a helpful brainstorming tool because it is a planning method based on needs, however it is not a mechanical translation of problems into objectives. While going through the process, taking the different steps, there is continuously room for opportunities, new ideas and contributions from the involved parties. Problem Tree Analysis should be followed by actual project planning, e.g. with the Logical Framework approach. Alongside, or interwoven with the steps of Problem Analysis (at target group level) and project planning (for the target group), one should analyse the capacity and intentions of stakeholders and the wider institutional context, so that relevant and realistic choices can be made on who does what.




They uncover a wide range of potential ideas
The output of Issue Trees are mutually exclusive and comprehensively exhaustive (MECE)
Issue Trees emphasize the “how” an outcome can be reached
Let’s suppose you wish to answer the following question:

How can I improve quality in projects?

Basic (sub-) questions address the real needs of the beneficiaries
Results
This process will result in an ‘image of reality', enabling the formulation of projects that comprise objectives that have been accepted and supported by all parties concerned.
Information collected through these methods can be used as input for a project
planning workshop


Using an Issue Tree, you will get the point.

Process
A properly planned project addressing the real needs of the beneficiaries is necessarily based upon a correct and complete analysis of the existing situation. The existing situation should be interpreted according to the views, needs, interests and activities of parties concerned. It is essential that all those involved accept the plans and are committed to implement them. The Problem Tree Analysis belongs to the family of participatory planning techniques, in which all parties involved identify and analyse the needs together. Participatory methods aim to create ownership and commitment among the involved parties (e.g. beneficiaries, implementing organisations, local governments).

Three stages in the analysis process in the Problem Analysis method will be discussed: the analysis of problems related to the subject (the image of reality); the analysis of objectives (the image of a future, improved situation); the analysis of strategies (the comparison of different chains of objective).

There are several complementary methods to analyse a situation: expert studies giving answers to questions as experts conceive them; interviews with representatives of concerned groups and organisations providing
perceptions as existing within that particular group or organisation; a meeting, in which representatives of all parties concerned, including experts, discuss
the same questions in a participatory way, often leading to an analysis, which is
shared by all (e.g. Participatory Rural Appraisal).

1 Problem analysis
The problem analysis is of major importance with regard to project planning, since it strongly influences the design of a possible intervention(s). It is the basis and the justification for the project design. The problem analysis includes: verification of the subject of analysis; identification of problems related to the subject; make and inventory of all problems perceived by all participants in the workshop; establishment of a cause-effect hierarchy between the problems; visualisation of the cause-effect relations in a diagram.

It is important that all participants get the chance to express the problems they
experience. After discussion and clarification by the ‘problem owner’ all problems should be respected.

It is important to determine whether the different groups of people perceive the problem in the same way; if not the problem should be reformulated or split

After a common understanding of all problems is reached, the analysis is presented in the form of a diagram, or a problem tree. A problem is never an isolated negative perceived situation, but relates to other problems. In the problem tree the relations and hierarchy among all identified problems is expressed. Each stated problem is preceded by the problem(s) which cause(s) it, and followed by the problem it causes itself.


2 Objectives analysis After the problem analysis follows the analysis of objectives. This analysis includes: the translation of the negative situations in the problem tree into a realised positive state (the objectives) verification of the hierarchy of objectives; visualisation of means-end relationships in a diagram.

Also in this step it is of importance that all stakeholders are involved. While transforming problems into objectives and verifying the hierarchy, discussion and feedback on the objectives is done. This helps building consensus amongst the stakeholders. It might also be necessary to reformulate some of the problems.

Next, often the objective tree shows many objectives that cannot all be reached at once. Therefore, choices will have to be made. Certain objectives seem unrealistic, too ambitious or not feasible within the context of a possible intervention, so that other solutions need to be generated for the problem concerned. However at this stage of the planning these choices are not yet made. Still all possible ways (objectives) to achieve the desired future situation are considered.

3 Analysis of strategy (see further ‘Strategic Options’ tool)
After having formulated the desired future situation the selection of possible interventions starts. To analyse the strategies for implementation the following steps are taken: identification of the different possible groups of objectives contributing to a higher objective (clustering); choice of a strategy for the intervention, choosing the scope of the project (scoping).

In the process of clustering and scoping it is important to realise that the aim is to contribute the maximum possible to an overall objective, keeping in mind the priorities of the beneficiaries, and the limitations and possibilities of the implementing organisation.


Groundwork

Preparatory phase

1 Define the subject The first thing to do is to define the subject based on which the exercise will be done. The subject is the framework for the discussion; no more and no less. The relevance of the subject is to be discussed with the stakeholders (social actors that have a relation to the
subject). As soon as stakeholders are identified and invited to participate, the subject is checked and a consensus on it should be reached. The subject needs to be understood by all parties. Care should be taken that the formulation as such does not unintentionally exclude certain (target) groups.


2 Stakeholder analysis It is important that all stakeholders get a chance to express their experiences and ideas for the (new) project. Ideas from all different perspectives should be respected and used. Not only individuals can be stakeholders, also organisations that have a social relation the subject need to be involved. The active participation of old and young women and men, married people, single headed households, landless, higher class and lower class, etc. means that a representative group out of the beneficiaries is taking part in the process of project development and implementation.

Depending on the setting, the following actors may be involved in the preparatory and analysis phases: local communities, the ‘problem owners’ donor organisation implementing or grassroot organisations, NGOs local government officials facilitator who will do the moderation of the workshop

3 Follow up
Planning should continue with:
Developing the logical framework (in ‘Logical Framework’ tool) Assessing and documenting assumptions and risks (in ‘Assumptions’ tool) Defining targets, benchmarks and (in ‘Indicators’ tool) Operational planning: Budgeting (no tool) Operational planning: Who does what (in ‘Participation matrix’ tool)

4 Requirements and limitations All stakeholders should participate in the scoping. This way, their commitment can be obtained and, very important, their understanding for the choices made. Scoping is about assessing with whom you are suited to do what, and what can better be left (to others).
This is why you may integrate some institutional and organisational analysis tools at this stage. They give you an overview of current capacities and aspirations, so you consider both your own capacity and those of others in deciding what you will define as within or outside the scope of your project.



Conclusion
This is not like root cause analysis because the point of an Issue Tree is to uncover all potential possibilities; with root cause analysis, your goal is to uncover all potential root causes, but the universe of root causes is limited, whereas the universe in an issue tree is wider and more comprehensive.

Try using the Issue Tree in your next A3 Problem Solving project. Perhaps using it will help you generate original ideas and better arm you and your team to attack the root causes you identify with more effective countermeasures.