Problem Identification and

Prioritization
Overview: This activity helps a group review problems in the community, and then using a
set of criteria it has defined, determine which present the best avenues for action.

Purpose: Choosing a priority issue from many pressing problems is not easy. It is a multi-step
process involving analysis and negotiation within a group. Analysis is about asking why and
probing for deeper truths. It is about weighing opportunities and challenges, looking closely
at power dynamics and being honest about capacity. The poor choices that arise from
inadequate analysis can be costly, an in politics, dangerous. This exercise helps a group to
begin to identify and rank priority problems using a simple set of criteria. It can also help gain
historical perspective on the problems and assess the impact of each problem from the points
of view of those involved.

Time: 2 -3 hours

Materials:
 Flip charts
 Colored cards
 Markers
 Masking tape

Credit: Adapted from JASS’ New Weave Action Guide and From the Roots Up: Strengthening
Organizational Capacity through Guided Self-Assessment by Peter Gubbels and Catheryn Koss
Process:

Step 1

In plenary:

 Introduce the idea of problem identification – a way of naming what is going on in our
communities that is causing harm or injustice –and of determining which of those
problems we will choose to address.

 Determine major problems: we will begin by listing major problems on a flip chart.
Help participants see the difference between core problems and the symptoms of
these problems. (For example, educational disadvantages faced by girls may be a
symptom of economic hardships that force parents to choose which children to send
to school).

 Here are two different ways to start:

o Begin as a group by listing on a flip chart the sectors or groups (e.g. women,
peasant farmers, small businesses, indigenous communities, etc.) that are
related to your organization’s work. Go through the list, asking participants to
name the main problems in each different sector or group. OR,

o Brainstorm a list of problems that are on the agenda of the groups involved or
draw from a list of problems you have already identified in a participatory way.

 Write each problem on a separate card. If the problem is one that occurs in relation to
several sectors, use a different colored card for each sector.

 Develop criteria with the group for categorizing each of the problems as “Most
Serious,” “Seri­ous” and “Less Serious.” The criteria could include number of people
affected, severity of con-sequences, frequency, etc. Write the list of criteria on
flipchart paper.

 Referring to these criteria, ask the participants to sort the problem cards into the
three catego-ries. If you are looking at several sectors, keep the cards for each sector
separate. Write codes (MS for Most Serious, S for Serious, LS for Less Serious) on the
back of each card. Then shuffle the cards for each sector.

 Decide together on the time period over which you will measure change – whether,
for example, it is two years, five years or ten years. Ask participants to think about
whether, during this time period, each problem has gotten Worse, stayed the Same or
gotten Better. Sort the cards into these three groups. Write codes on the back of each
card according to the change category (W for Worse, S for Same, and B for Better).

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  Make a Matrix with 3 rows and 3 columns. Label the rows: Getting Worse, Staying
the Same, Getting Better. Label the columns: Most Serious, Serious, Less Serious. If
you have organized the cards by sector make a matrix for each sector. Then place
your cards in the correct box in the matrix.

Sample Matrix

Most Serious Serious Less Serious

Getting Worse · Malnutrition Lack of

· Domestic Violence Transportation

Staying the Same Corruption Market too far away No training

opportunities

Getting Better Employment

Opportunities

 Step back and look at what you see on the matrix (or matrices).

In buzz groups with 3 or 4 people sitting close to each other:

 Discuss:
o Why are certain problems getting worse and other improving?
o What role is the government playing, positive or negative, and where?
o What about other powerful actors in society?
o What role are citizens and community organizations playing and where?

In plenary:
 Reflecting on your conversations, where do you see the most opportunity for us to
create change? Why? What opposition and what support would you foresee and
from whom?
 Discuss and identify 2-3 problems that most people see as presenting an opportunity.

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Step 2
In small groups:
 Take each issue and have a small group work on it using the following questions.
They should write their answers to each on a flipchart.
o Who is directly impacted by the problem?
o Who cares deeply about this problem and wants it solved?
o Who is not affected but cares enough to support change?
o Who is already involved or active on the problem?
o Is there any group actively working in opposition or to block solutions?

In plenary:
 Have each group present back the key points from their discussion. The purpose of
this discussion will be to help the whole group to determine which issue to work on.
o What does this tell us about making change on this issue? Is there a clear
constituency and set of allies? Is there passion about solving the problem? Are
there opponents?
o Does it help us decide what issue might be the best choice for us to work on?
o What more do we need to know (e.g. More about the problem? More about
our capacity? More about risks? More about potential allies?)
 Following this identification and prioritization, another layer of analysis is
recommended once you have more information. In We Rise, we are including further
strategy activities that may help you.