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T7.2 Problem Trees
Assuming it is possible to decide what the main problem(s) of a project are, a problem tree describes the
problem, the factors causing it, and in turn the causes of these factors until the underlying causes are
reached. A problem tree is a good way of explaining the project rationale, because it links the project
goals and activities to a central challenge or problem. Problem trees are also good for establishing
causality - identifying what the project needs to do to achieve favorable outcomes and impacts. They
can also be useful for understanding the different points of view of various stakeholder groups if each
group constructs its own problem tree. They are most useful for SIA Stage 3 – developing the theory of
change or causal model.
Description of Method
Project stakeholders or participants should be asked to develop a problem tree that links the problems
that the project is directly addressing with the social, environmental and/or economic conditions it
wishes to improve. The tree is constructed using cards which are stuck on a large chart or piece of paper
on a table or wall.
The exercise begins with the participants forming a problem statement related to the project's main
goal. Only one main problem can be assessed at a time, and in order to be manageable, no more than
four or five contributory factors (or secondary problems) causing the problem should be identified – this
requires that the group prioritize or rank the contributory factors. The branch of a problem tree ends
when it has identified an underlying problem that the project can directly address – called a
‘determinant problem’. Once identified, these ‘determinant’ problems help define the outputs and
activities required by the project. Figure T19 presents an example of a problem tree.
Problem trees focus on problems rather than opportunities, and can appear to be rather negative.
Therefore in some situations, ‘problem trees’ can be turned into ‘objective trees’, which are better for
motivating people since it shifts the focus to positive things that need to be done to solve the problem.
This can be done by reframing the problem into the ‘desired state’ once the problem has been ‘solved’.
However, objective trees are not as effective as problem trees for explaining the project logic or
rationale.
Main Sources and Further Guidance
http://boru.pbworks.com/Draw-a-problem-tree
MDF. Problem Tree Analysis http://www.toolkitsportdevelopment.org/html/resources/91/910EE48E-
350A-47FB-953B-374221B375CE/03%20Problem%20tree%20analysis.pdf
Social Impact Assessment of Land-Based Carbon Projects (1.0) – Part II | 74