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Lecture 8 - Problem Analysis

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19 views

Lecture 8 - Problem Analysis

.

Uploaded by

Pratham Nishad
Copyright
© © All Rights Reserved
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
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PROBLEM ANALYSIS

DR. UMA CHATTERJEE SAHA


PROBLEM ANALYSIS
CRUCIAL!
AS WITH WEEDS, THE ROOTS MUST BE TACKLED, IF
THE WEEDS ARE TO DISAPPEAR
WHAT IS A PROBLEM TREE?

• Problem tree analysis


helps to find solutions by
mapping out the anatomy
of cause and effect
around an issue in a
similar way to a Mind
map, but with more
structure.
WHY DEVELOP A PROBLEM TREE?
The Problem Tree structure brings several advantages:
• The problem can be broken down into manageable and definable chunks.
This enables a clearer prioritization of factors and helps focus objectives;
• There is better understanding of the problem and its often interconnected
and sometimes contradictory causes. This is often the first step in finding
win-win solutions;
• It identifies the central 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.
HOW TO IDENTIFY THE PROBLEMS
You will have identified the broad problem your organisation is seeking to
address during your situational analysis. Now is the time to start being a little
bit more specific about your problem.
 The main problem will be placed at the centre of your problem tree.

 Deciding on the problem is best done in a group setting where community


members and non-profit staff discuss core issues together.

 When trying to make your problem more specific, It can be useful to write
suggested problems on a large piece of paper or blackboard so that
everybody can see the options, identify how they interact and decide upon
the most important problem to them as a group.

 Remember! It is important to identify a “problem”! Make sure that your


problem is an existing negative state, not an absence of a solution. For
example; “Crops are infested with pests” is a problem, “No pesticides are
IDENTIFY THE ROOT CAUSES OF THE PROBLEM
•Find the specific causes that are contributing to this problem.
•The specific causes contributing to the central problem are placed below the main
problem, forming the ‘roots’ of your tree.
•Often, many of the problems your team identified are contributing causes to your
main problem and can be added at the bottom of the tree.
•Remember that there are often multiple layers to contributing causes. Try to dig
deep. The more detail you go into at this stage, the easier it will be to identify
objectives and solutions.
•It is useful to use post-it notes if available so that you can easily re-arrange your
tree. This is particularly useful when grouping related causes together.
•The final element of your problem tree are the effects resulting from your central
problem
•These effects are placed above the problem and form the ‘branches’ of your tree
•Remember to explore multiple layers of each effect and be very specific
OBJECTIVE TREE ANALYSIS

The purpose of the objective tree is to identify specific objectives that will
overcome each element of the problem tree. Objective trees are important in
guiding your project design and measuring your success. When writing the
statements on your problem tree, you used negative language, simply
changing these to positive statements will help shape your objectives. For
instance, “lack of resources,” will become “increased resources.”

 To transform your problem tree into an objective tree, simply rephrase each
element into a positive solution statement.
 The more specific you can be, the more useful your tree will be.
 It’s okay to add new objectives that come to mind. If you do so, consider
going back and adding the associated problem to your problem tree, as
well.
ALTERNATIVE ANALYSIS

The final process is to identify related groups of objectives that can be linked to a
specific type of development strategy. The goal here is to identify the broad types
of strategies that are available for meeting your objectives and clarify which type of
strategy will achieve each type of objective.

 Think about the broad types of solutions/strategies that could meet each of your
specific objectives. Your objectives might be met by a healthcare strategy,
infrastructure strategy, education strategy or many other types.

 Analyse your tree to see how your objectives can be categorised into groups in
relation to the specific types of development strategies.

 These categories can often be seen most clearly at the bottom of the tree, so
start from the roots and work your way up.
THE MAGIC OF SMART GOALS - SPECIFIC, MEASURABLE,
ACHIEVABLE, RELEVANT, TIMELY
Once you have identified your specific objectives, as well as the strategies available
to meeting these objectives, it’s time to start setting goals.
Specific: Clear, focused, concise and well-defined. The more specific you are, the
greater the chance you have in achieving you goal.
 Example 1: Provide a new, sustainable, reliable, affordable and easily
reparable source of cooking technology to the 26 families of
one village of Hazaribagh district

Example 2: Provide an education program outlining the health and


environmental hazards of current cooking practice
Measurable: Timelines, dates, costs, beneficiaries, etc. Measuring your progress
according to clearly defined parameters ensures you are staying on track and also keeps
everyone motivated.

 Example 1: Begin community education program within 1 month of securing new


cooking technology from supplier with Rs. 1,00,000/- budget
> Aim for 100% uptake in women and children engaged in current cooking
practices

 Example 2: Provide technology within 3 months of securing new cooking technology


> Aim for 90% uptake amongst community within 6 months
Achievable: You want to stretch your abilities and resources as far as possible, but you
have to be realistic. Know what you are working with and what you can achieve with it.

 Example 1: Begin community education program within 1 month of securing new


cooking technology
> If you can achieve this goal highly depends on your team’s experience and skills in
community education programs and existing relationships with key community figures

 Example 2: Provide technology within 3 months of securing new cooking technology


> If you can achieve this goal depends on your ability to either easily produce the
cookers yourself or outsource the production of the technology
Relevant: Do your activities match your goal? Is your work going to make the impact
you seek?
Example 1: Provide an education program outlining the health and environmental
hazards of current cooking practice
> Combining the provision of new technologies with an education program that
highlights the worth of the new cooking technology helps meeting the central goal
of promoting more efficient cooking practices and improve the long-term health of
local community members

Timely: When is it going to happen? Can this work be completed in the timeframe that
you set? What is the optimal time to ensure relevance to beneficiaries?
Example 1: Provide technology within 3 months of securing new cooking technology
> By setting a specific timeframe, the need to partner with other non-profit
organisations or technology producers becomes apparent
> It’s important to give the timeframe some serious thought in order to ensure its’
success
Thank you

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