How to build a problem tree

The problem tree is a key schedule designed to facilitate the process of forming tasks at the enterprise and finding solutions. It allows you to determine the whole spectrum of interrelated causes and consequences of the problem, almost completely eliminating the influence of external subjective factors. The problem tree is one of the key tools in systems analysis. Consider the construction of this model as an example of an uncomfortable schedule at a university.

Instruction manual

1

State the problem. It should exist in the present, and not in the past or future. Formulate specifically, avoiding unnecessary words. Try to touch upon global issues that are almost impossible to influence (“global warming”, “lack of spirituality of society”, etc.).

2

Make a list of stakeholders. That is, it is necessary to identify all participants who are directly or indirectly affected by this problem. To do this, answer the following questions. Who is the biggest impact on this issue? Who will be directly involved in solving the problem? What organizations or groups of people can influence the course of work? Determine how exactly one or another interested person depends on the problem.

3

Start building a problem tree. It consists of three parts: roots, trunk and crown. Roots are the reasons that caused the problem. It is they who determine its existence. If eliminated, the problem will disappear. Barrel - wording. Crohn - this is any consequences that the problem entailed. First draw the trunk.

4

Next, draw the roots. First write down all the reasons that arise during your brainstorming. Then group them and indicate the relationship. Try to find the maximum number of "roots", as their decision will have a decisive effect.

5

The last point is the crown. Identify the immediate common ground between the problem and the consequences. Then track what other negative impact can be exerted, that is, go down a level below. Continue to do so until the consequences are still within the scope of the problem.

note

Often, instead of one problem, several are analyzed. Suppose, instead of "increasing the production efficiency of parts, " simply consider "increasing the efficiency." Try to avoid this and take as low a level as possible.

Useful advice

The problem tree is easiest to build in a team using cut paper squares. For each participant, highlight the role of the person concerned and ask them to write a key statement on a separate sheet of paper. At the end, put everything together and get a finished model. Analyze the flaws and fix them.