problem solving tree template

Problem tree analysis template

A way of exploring the causes and effects of a particular issue

Use this template to map causes and effects of a central issue in order to better understand the chain of connected circumstances that led to the current situation. The problem tree analysis provides a structured way for a team to reveal concerns, discern causes from symptoms, and potentially frame problem statements in a new, better way.

A problem tree analysis — also called a situational analysis — provides a structured way for a team to reveal concerns, discern causes from symptoms, and potentially frame problem statements in a new, better way. Commonly used for understanding the problem in design thinking, problem trees are used for finding solutions by outlining the root causes and effects of a problem.

The problem tree analysis template helps with:

Understanding complex problems
Identifying cause and effect relationships
Aligning with other stakeholders
Providing a direction for problem solving and decision-making

How to use the problem tree analysis template

Identify a problem statement.

Start off this exercise by brainstorming over what the overarching problem the team is facing.

Assemble your stakeholders

Depending on the problem statement, your stakeholders might be your immediate team, end users of a service or product, customers with buying power, or somebody else entirely.

Document the causes of the problem

What are the root causes of the problem? Start by discussing each cause, one-by-one, adding them below the line in the roots section as you go.

Cluster the outputs together

When similar causes are mentioned, cluster them together and label the clusters with a theme. Altogether, documenting and clustering the causes should take about 20 minutes.

Repeat the process for branching effects

Repeat the process you just completed with the causes, just with effects. What are the effects and consequences of the problem? Document the effects, cluster them together, and label them with a theme.

Prioritize and establish next steps

Discuss and prioritize which causes and effects to focus on, then create a plan of action to address the root cause.

Tips for running a problem tree analysis exercise:

While the problem tree method mostly focuses on direct causes and effects, what are some indirect causes the team can come up with?
Some effects the team ideates will be routine, and some may be rare. Try adding tags to the sticky notes to indicate what type they are.
Try holding a vote to help decide which root causes get prioritized.

How to create a Problem tree analysis template

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Problem tree analysis template frequently asked questions

What is a problem tree analysis, how do you make a problem tree, how are problem trees used in design thinking.

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How to make a problem tree: Practical example

There are many methods and methodologies based on the tree analogy. The problem tree and the objective tree are examples of this. On this occasion we deal with the first of them.

It is today’s topic for business management with Ingenio Empresa.

Another post on the Logframe methodology:

Example of a logical framework
Stakeholder analysis
Problem tree
Objective tree
Analysis of alternatives
Analytical project structure
Project Narrative
Project indicators
Means of verification
Project assumptions

Table of Contents

What is the problem tree

Also known as the tree method, problem tree technique, situational analysis or problem analysis, this tool allows us to map or diagram the problem. The structure of a problem tree is:

At the roots are the causes of the problem The trunk represents the main problem In the leaves and branches are the effects or consequences.

It is a way to represent the problem, achieving at a glance to understand what is happening (main problem), why it is happening (causes) and what is causing it (effects or consequences), which allows us to do several things in the project planning, as you will see below in the advantages.

Advantages of the problem tree

What is the purpose of a problem tree? The 4 most important and that summarize all the others are:

It allows us to break down the problem, the causes and its effects, improving its analysis.
There is a better understanding of the problem by disaggregating it into causes and consequences.
It is linked to other research and analysis tools such as the Vester matrix or solution tree.
Facilitates the realization of other important components of a research or project in its planning stage, e.g. stakeholder analysis, risk analysis and objectives.

The problem tree in project planning

The Japanese often tell us that an identified problem already constitutes 90% of the solution, which is why the logical framework methodology gives so much importance to problem analysis. The planning work we do with the problem tree and the objective tree is a very important part of problem identification.

Having made this introduction, it is important that you know the importance of using the problem tree in conjunction with other tools, where what we seek is to:

Obtain significant data to describe the problem
Determine the causes and effects
Elaborate project objectives

You will understand it better when we start to elaborate a problem tree step by step:

How to make a problem tree step by step

Analyze the situation: Yes, you know there is a problem situation, but analyze it. What is happening, why is it happening and what is triggering it. Collect data that will allow you to understand the problem situation. This in itself will give you a lot of input for the next step.
Identify the main problems of the situation you have analyzed: Any technique to generate ideas will be useful. A team brainstorming, defining by consensus what the main problem is, is usually a good alternative. However, if the problem is much more technical and requires many experts and discussions, since it is complex to differentiate causes from effects, try the Vester matrix. This alone will allow you to prioritize the main problem, and will get you a few steps ahead by giving you causes and effects of the main problem.
Determine the effects and causes of the main problem: You already have the trunk of the tree, now identify the causes (roots) and the effects or consequences (leaves or branches). Again, it is better if this is done as a team, seeking to reach a consensus. If in step 2 you elaborated the Vester matrix, you will already have this step quite clear.
Draw the tree: Simple. We will see how in the example below.
Go deeper into causes and effects: Solving the core problem will be much easier as you determine the root causes and effects. That is, if you have already determined a cause, is it possible that this cause is brought about by something else in turn? Draw a line and go as deep as possible.

With this done, all that remains is to move from the problem tree to the objective tree , taking causes to means and consequences to ends.

Example of a problem tree

Based on the steps described above, let’s look at an example of a problem tree:

In step 1 : Colusa Inc is a web hosting company. In the last semester, it has been presenting a 35% increase in complaints and claims from its customers. Colusa Inc made a classification of the reasons for the complaints by analyzing their frequency. In addition to this, telephone and e-mail interviews were conducted with customers who had reported complaints, which allowed us to further refine the classification.

In step 2 we identify the problems: From this example and depending on the classification made, we could obtain several problems depending on which one is affecting us the most. In this case we would be choosing a specific option, however in this example we are going to work with the general option. Consequently, the main problem is: Increase of 35% in customer complaints and claims in the last quarter of the year by hiring hosting services.

In step 3 we will identify the causes and effects. With the information collected above, we are already well on our way. The three main types of complaints are:

After-sales service is bad: The personnel sent do not know what they are doing and are sometimes rude (this includes telephone support).
Poor quality of the product: It does not work when installed, the website crashes frequently or does not have enough hosting capacity.
The product went up too much in price

And as you can see, these are direct causes.

What we have so far from the problem tree is the following:

The first to be identified is usually the causes. Now we identify the effects. In addition to thinking about all the possible effects that the main problem may have, we will consider the 1 to 1 effects of each cause, where, for example, a poor after-sales service will reduce the number of purchases made by customers. The result is as follows:

This in itself would already be a problem tree, but if we want to make this tool useful, we must get to the bottom of the causes and effects. In the example below, we show up to the second level: This would be the finished problem tree .

Image rights:

Featured image in the post is from: Freepik

9 thoughts on “How to make a problem tree: Practical example”

Very useful way to analyze issues. Thanks.

Solution tree for the problem

This elaboration has helped, but ‘strengthening of competence’ as one of the causes baffles me a little. It appears more of a solution to the problem than a cause. I will be grateful if I can get a clarification on it.

Hi Evans. The cause focuses on the strengthening of the other companies that provide a similar service to the one provided by Colusa, which leads to a problem if the other companies capture more customers. Hence “Strengthening of competition” is a cause.

Well you are right in that the way it is stated it seems to focus on strengthening the competence of the staff, or at least that’s what I thought with your comment. We could change the wording to specify that it is about business competence.

Thank you for this. i have been helped

Excellent learning material simple and straightforward

Thanks Fidele.

Good learning materia simple and understandable

What about the solution tree

Must-have Problem Tree Templates with Samples and Examples

Tejas Prasanna

Problem tree is a technique used to address different issues by analyzing the causes and effects. Also called an objective or strategy tree, it helps project managers identify their goals and create strategies to achieve them. It comprises three steps:

The first step involves identifying the negative aspects of a situation and its causes and effects.
In the second step, you convert those aspects into objectives and the problem tree into an objective tree.
The third step involves analyzing the scope of the project and the strategies to resolve them.

You can use problem trees to break complex problems into smaller, manageable chunks and find the solutions. Problem trees also enable you create viable solutions. Therefore, SlideTeam brings you content-ready PPT Presentations to bridge gaps and reduce threats in your business operations.

Also, go through some of our other tree diagram templates here !

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Template 1: Issue Tree Minimize Overheads Plant Efficiency Low Motivation

This ready to use template helps minimize overhead costs and improves plant efficiency. Determine why employee productivity is low with this template. Once you figure out the problem, use the issue tree to propose solutions to motivate employees and run the operations with ease.

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Template 2: Tree Root Analysis Effect Cause Template

Analyze your company's financial problems with this template. Find the root cause of sales decline using the cause-and-effect method. Narrow down the problems and resolve the issue with this problem tree template and improve sales.

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Template 3: Fault Tree Analysis Method Operational Quality Control

This PPT Template helps amp up operations by determining problems in quality control. Narrow down on the causes of quality loss and filter the solutions to deliver quality results. This is a ready-made PPT template to help you get to the root cause of the issue in your business operations, functions, processes, etc.

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Identify and Resolve Issues with These Problem Tree Templates

Problem trees can help you understand complex problems and find solutions by establishing cause-and-effect relationships. Therefore, delve deeper into our collection of ready to use templates to identify and document the root causes. Grab these premium PPT slides to notch up your organizational processes with ease. Find problems and solutions using our custom-made slides.

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Don't forget to check out our family tree templates here !

FAQs on Problem Tree

What is a problem tree in a project.

A problem tree, situational analysis, or problem analysis tree can help you identify and understand the root causes of different problems related to your organization or projects. It can help you design and implement solutions to these problems with the help of the cause-and-effect technique. Typically, an issue or objective tree is a graphical representation that displays your problems, answers, and the results of your implementations.

How do you write a problem analysis?

A problem tree analysis also called a situational analysis, forms a core part of project planning and helps you find solutions to different problems by determining the causes and effects. You can write a problem tree analysis in five steps.

Define the problem and agree upon that definition.
Understand the root causes. That is, determine the problem behind the problem.
Identify the key stakeholders and users.
Define the solutions that can address the problem.
Set a boundary for the said solutions and identify constraints, which may be environmental, economic, technical, or political.

What are the disadvantages of a problem tree?

Problem trees can help you define and understand problems and even find solutions. However, that doesn't mean they don't come without disadvantages. Here are a few disadvantages of problem trees.

Listing all possible solutions, especially early, may tamper with analyzing the problem effectively and open-mindedly.
The solutions may address only the problems at hand or those defined without necessarily considering other issues.
A problem tree doesn't define the magnitude of the problem and implies that all problems are equal.
Problem tree techniques require advanced knowledge and skills to implement and find solutions.
The method does not help find solutions most economically due to an infinite availability of resources.

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Hacking the Case Interview

An issue tree is a structured framework used to break down and analyze complex problems or questions into smaller components. It is a visual representation of the various aspects, sub-issues, and potential solutions related to a particular problem.

Issue trees are commonly used in business, consulting, problem-solving, and decision-making processes.

If you’re looking to better understand issue trees and how to use them in consulting case interviews or in business, we have you covered.

In this comprehensive article, we’ll cover:

What is an issue tree?
Why are issue trees important?
How do I create an issue tree?
How do I use issue trees in consulting case interviews?
What are examples of issue trees?
What are tips for making effective issue trees?

If you’re looking for a step-by-step shortcut to learn case interviews quickly, enroll in our case interview course . These insider strategies from a former Bain interviewer helped 30,000+ land consulting offers while saving hundreds of hours of prep time.

What is an Issue Tree?

An issue tree is a visual representation of a complex problem or question broken down into smaller, more manageable components. It consists of a top level issue, visualized as the root question, and sub-issues, visualized as branches and sub-branches.

Top Level Issue (Root Question) : This is the main problem or question that needs to be addressed. It forms the root of the tree.
Sub-issues (Branches) : Underneath the top level issue are branches representing the major categories or dimensions of the problem. These are the high-level areas that contribute to the overall problem.
Further Sub-issues (Sub-branches) : Each branch can be broken down further into more specific sub-issues.

Issue trees generally take on the following structure.

Issue trees get their name because the primary issue that you are solving for can be broken down into smaller issues or branches. These issues can then be further broken down into even smaller issues or branches.

This can be continued until you are left with a long list of small issues that are much simpler and more manageable. No matter how complicated or difficult a problem is, an issue tree can provide a way to structure the problem to make it easier to solve.

As an example, let’s say that we are trying to help a lemonade stand increase their profits. The overall problem is determining how to increase profits.

Since profits is equal to revenue minus costs, we can break this problem down into two smaller problems:

How can we increase revenues?
How can we decrease costs?

Since revenue is equal to quantity times price, we can further break this revenue problem down into two even smaller problems:

How can we increase quantity sold?
How can we increase price?

Looking at the problem of how to increase quantity sold, we can further break that problem down:

How can we increase the quantity of lemonade sold?
How can we increase the quantity of other goods sold?

We can repeat the same procedure for the costs problem since we know that costs equal variable costs plus fixed costs.

How can we decrease variable costs?
How can we decrease fixed costs?

Looking at the problem of how to decrease variable costs, we can further break that down by the different variable cost components of lemonade:

How can we decrease costs of lemons?
How can we decrease costs of water?
How can we decrease costs of ice?
How can we decrease costs of sugar?
How can we decrease costs of cups?

The overall issue tree for this example would look like the following:

In this example, the issue tree is a special kind of issue tree known as a profit tree.

Why are Issue Trees Important?

Issue trees are helpful because they facilitate systematic analysis, managing complexity, prioritization, generating solutions, identifying root causes, work subdivision, roadmap generation, and effective communication.

Systematic analysis : Issue trees guide a systematic analysis of the problem. By dissecting the problem into its constituent parts, you can thoroughly examine each aspect and understand its implications.

Managing complexity : Complex problems often involve multiple interrelated factors. Issue trees provide a way to manage this complexity by organizing and visualizing the relationships between different components.

Prioritization : Issue trees help in prioritizing actions. By assessing the importance and impact of each sub-issue, you can determine which aspects of the problem require immediate attention.

Generating solutions : Issue trees facilitate the generation of potential solutions or strategies for each component of the problem. This allows for a more comprehensive approach to problem-solving.

Identifying root causes : Issue trees help in identifying the root causes of a problem. By drilling down through the sub-issues, you can uncover the underlying factors contributing to the main issue.

Work subdivision : Issue trees provide you with a list of smaller, distinct problems or areas to explore. This distinction makes it easy for you to divide up work.

Roadmap generation : Issue trees layout exactly all of the different areas or issues that you need to focus on in order to solve the overall problem. This gives you a clear idea of where to focus your attention and work on.

Effective communication : Issue trees are powerful communication tools. Visualizing the problem in a structured format helps in explaining it to others, including team members, stakeholders, or clients.

How Do I Create An Issue Tree?

Creating an issue tree involves several steps. Here's a step-by-step guide to help you through the process:

Step 1: Define the top-level issue

Start by clearly articulating the main problem or question that you want to address. This will form the root of your issue tree.

Step 2: Identify the branches (sub-issues)

Consider the major sub-issues that contribute to the overall problem. These will become the branches of your issue tree. Brainstorm and list them down.

There are four major ways that you can break down the root problem in an issue tree. You can break down the issue by stakeholder, process, segments, or math.

Stakeholder : Break the problem down by identifying all stakeholders involved. This may include the company, customers, competitors, suppliers, manufacturers, distributors, and retailers. Each stakeholder becomes a branch for the top-level issue.
Process : Break the problem down by identifying all of the different steps in the process. Each step becomes a branch for the top-level issue.
Segment : Break the problem down into smaller segments. This may include breaking down the problem by geography, product, customer segment, market segment, distribution channel, or time horizon. Each segment becomes a branch for the top-level issue.
Math : Break a problem down by quantifying the problem into an equation or formula . Each term in the equation is a branch for the top-level issue.

Step 3: Break down each branch

For each branch, ask yourself if there are further components that contribute to it. If so, break down each branch into more specific components. Continue this process until you've reached a level of detail that allows for meaningful analysis.

Similar to the previous step, you can break down a branch by stakeholder, process, segment, or by math.

Step 4: Review and refine

Take a step back and review your issue tree. Make sure it accurately represents the problem and its components. Look for any missing or redundant branches or sub-issues.

Step 5: Prioritize and evaluate

Consider assigning priorities to different sub-issues or potential solutions. This will help guide your decision-making process.

How Do I Use Issue Trees in Consulting Case Interviews?

Issue trees are used near the beginning of the consulting case interview to break down the business problem into smaller, more manageable components.

After the interviewer provides the case background information, you’ll be expected to quickly summarize the context of the case and verify the case objective. After asking clarifying questions, you’ll ask for a few minutes of silence to create an issue tree.

After you have created an issue tree, here’s how you would use it:

Step 1: Walk your interviewer through the issue tree

Once you’ve created an issue tree, provide a concise summary of how it's structured and how it addresses the problem at hand. Explain the different branches and sub-branches. They may ask a few follow-up questions.

As you are presenting your issue tree, periodically check in with the interviewer to ensure you're on the right track. Your interviewer may provide some input or guidance on improving your issue tree.

Step 2: Identify an area of your issue tree to start investigating

Afterwards, you’ll use the issue tree to help identify a branch to start investigating. There is generally no wrong answer here as long as you have a reason that supports why you want to start with a particular branch.

To determine which branch to start investigating, ask yourself a few questions. What is the most important sub-issue? Consider factors like urgency, impact, or feasibility. What is your best guess for how the business problem can be solved?

Step 3: Gather data and information

Collect relevant facts, data, and information for the sub-issue that you are investigating. This will provide the necessary context and evidence for your analysis.

Step 4 : Record key insights on the issue tree

After diving deeper into each sub-issue or branch on your issue tree, you may find it helpful to write a few bullets on the key takeaways or insights that you’ve gathered through your analysis.

This will help you remember all the work that you have done during the case interview so far. It’ll also help you develop a recommendation at the end of the case interview because you’ll quickly be able to read a summary of all of your analysis.

Step 5: Iterate and adjust as needed

As you work through the problem-solving process, be prepared to adjust and update the issue tree based on new information, insights, or changes in the situation.

Remember, creating an issue tree is not a one-size-fits-all process. It's a dynamic tool that can be adapted to suit the specific needs and complexity of the problem you're addressing.

Step 6: Select the next area of your issue tree to investigate

Once you have finished analyzing a branch or sub-issue on your issue tree and reached a satisfactory insight or conclusion, move onto the next branch or sub-issue.

Again, consider factors like urgency, impact, or feasibility when prioritizing which branch or sub-issue to dive deeper into. Repeat this step until the end of the case interview when you are asked for a final recommendation.

What are Examples of Issue Trees?

Below are five issue tree examples for five common types of business situations and case interviews.

If you want to learn strategies on how to create unique and tailored issue trees for any case interview, check out our comprehensive article on case interview frameworks .

Profitability Issue Tree Example

Profitability cases ask you to identify what is causing a company’s decline in profits and what can be done to address this problem.

A potential issue tree template for this case could explore four major issues:

What is causing the decline in profitability?
Is the decline due to changes among customers?
Is the decline due to changes among competitors?
Is the decline due to market trends?

Market Entry Issue Tree Example

Market entry cases ask you to determine whether a company should enter a new market.

Is the market attractive?
Are competitors strong?
Does the company have the capabilities to enter?
Will the company be profitable from entering the market?

Merger and Acquisition Issue Tree Example

Merger and acquisition cases ask you to determine whether a company or private equity firm should acquire a particular company.

Is the market that the target is in attractive?
Is the acquisition target an attractive company?
Are there any acquisition synergies?
Will the acquisition lead to high returns?

Merger and acquisition issue tree example

New Product Issue Tree Example

New product cases ask you to determine whether a company should launch a new product or service.

Will customers like the product?
Does the company have the capabilities to successfully launch the product?
Will the company be profitable from launching the product?

Pricing Issue Tree Example

Pricing cases ask you to determine how to price a particular product or service.

A potential issue tree template for this case could explore three major issues:

How should we price based on the product cost?
How should we price based on competitors’ products?
How should we price based on customer value?

What are Tips for Making Effective Issue Trees?

Issue trees are powerful tools to solve complex business problems, but they are much less effective if they don’t follow these important tips.

Issue tree tip #1: Be MECE

MECE stands for mutually exclusive and collectively exhaustive. When breaking down the overall problem in your issue tree, the final list of smaller problems needs to be mutually exclusive and collectively exhaustive.

Mutually exclusive means that none of the smaller problems in your issue tree overlap with each other. This ensures that you are working efficiently since there will be no duplicated or repeated work.

For example, let’s say that two of the issues in your issue tree are:

Determine how to increase cups of lemonade sold
Determine how to partner with local organizations to sell lemonade

This is not mutually exclusive because determining how to partner with local organizations would include determining how to increase cups of lemonade sold.

In determining how to increase cups of lemonade sold, you may be duplicating work from determining how to partner with local organizations.

Collectively exhaustive means that the list of smaller problems in your issue tree account for all possible ideas and possibilities. This ensures that your issue tree is not missing any critical areas to explore.

For example, let’s say that you break down the issue of determining how to decrease variable costs into the following issues:

This is not collectively exhaustive because you are missing two key variable costs: sugar and cups. These could be important areas that could increase profitability, which are not captured by your issue tree.

You can read a full explanation of this in our article on the MECE principle .

Issue tree tip #2: Be 80/20

The 80/20 principle states that 80% of the results come from 20% of the effort or time invested.

In other words, it is a much more efficient use of time to spend a day solving 80% of a problem and then moving onto solving the next few problems than to spend five days solving 100% of one problem.

This same principle should be applied to your issue tree. You do not need to solve every single issue that you have identified. Instead, focus on solving the issues that have the greatest impact and require the least amount of work.

Let’s return to our lemonade stand example. If we are focusing on the issue of how to decrease costs, we can consider fixed costs and variable costs.

It may be a better use of time to focus on decreasing variable costs because they are generally easier to lower than fixed costs.

Fixed costs, such as paying for a business permit or purchasing a table and display sign, typically have long purchasing periods, making them more difficult to reduce in the short-term.

Issue tree tip #3: Have three to five branches

Your issue tree needs to be both comprehensive, but also clear and easy to follow. Therefore, your issue tree should have at least three branches to be able to cover enough breadth of the key issue.

Additionally, your issue tree should have no more than five branches. Any more than this will make your issue tree too complicated and difficult to follow. By having more than five branches, you also increase the likelihood that there will be redundancies or overlap among your branches, which is not ideal.

Having three to five branches helps achieve a balance between going deep into specific sub-issues and covering a broad range of aspects. It balances breadth and depth.

Issue tree tip #4: Clearly define the top-level issue

Make sure that you clearly articulate the main problem or question. This sets the foundation for the entire issue tree. If you are addressing the wrong problem or question, your entire issue tree will be useless to you.

Issue tree tip #5: Visualize the issue tree clearly

If you're using a visual representation, make sure it's easy to follow. Use clean lines, appropriate spacing, and clear connections between components.

Keep your issue tree organized and neat. A cluttered or disorganized tree can be confusing and difficult to follow.

Ensure that each branch and sub-issue is labeled clearly and concisely. Use language that is easily understandable to your audience.

Issue tree tip #6: Order your branches logically

Whenever possible, try to organize the branches in your issue tree logically.

For example, if the branches in your issue tree are segmented by time, arrange them as short-term, medium-term, and long-term. This is a logical order that is arranged by length of time.

It does not make sense to order the branches as long-term, short-term, and medium- term. This ordering is confusing and will make the entire issue tree harder to follow.

Issue tree tip #7: Branches should be parallel

The branches on your issue tree should all be on the same logical level.

For example, if you decide to segment the branches on your issue tree by geography, your branches could be: North America, South America, Europe, Asia, Africa, and Australia. This segmentation is logical because each segment is a continent.

It would not make sense to segment the branches on your issue as United States, South America, China, India, Australia, and rest of the world. This segmentation does not follow logical consistency because it mixes continents and countries.

Issue tree tip #8: Practice and get feedback

It takes practice to create comprehensive, clear, and concise issue trees. This is a skill that takes time to develop and refine.

When you initially create your first few issue trees, it may take you a long period of time and you may be missing key sub-issues. However, with enough practice, you’ll be able to create issue trees effortlessly and effectively.

Practice creating issue trees on different problems to improve your skills. Seek feedback from peers or mentors to refine your approach.

Recommended Case Interview Resources

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Comprehensive Case Interview Course (our #1 recommendation): The only resource you need. Whether you have no business background, rusty math skills, or are short on time, this step-by-step course will transform you into a top 1% caser that lands multiple consulting offers.
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The Ultimate Case Interview Workbook (available on Amazon): Perfect for intermediates struggling with frameworks, case math, or generating business insights. No need to find a case partner – these drills, practice problems, and full-length cases can all be done by yourself.
Case Interview Coaching : Personalized, one-on-one coaching with former consulting interviewers
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Problem Tree

Tool 14 – Download here

What is a Problem Tree?

Problem tree analysis (also called Situational analysis or just Problem 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 prioritisation of factors and helps focus objectives;
There is more 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.

Problem Tree Analysis – Step by step

Problem tree analysis is best carried out in a small focus group of about six to eight people using flip chart paper or an overhead transparency. It is important that factors can be added as the conversation progresses.

Step 1: Discuss and agree the problem or issue to be analysed. The problem can be broad, as the problem tree will help break it down. The problem or issue is written in the centre of the flip chart and becomes the ‘trunk’ of the tree. This becomes the ‘focal problem’. The problem should be an actual issue everyone feels passionate about, described in general, key wording.

Step 2: Identify the causes of the focal problem – these become the roots – and then the consequences, which become the branches. These causes and consequences can be created on post-it notes or cards, perhaps individually or in pairs, so that they can be arranged in a cause-and-effect logic.

The heart of the exercise is the discussion, debate and dialogue generated in the process of creating the tree. Take time to allow people to explain their feelings and reasoning, and record related ideas and points that come up on separate flip chart paper under titles such as ‘solutions’, ‘concerns’ and ‘dilemmas’.

Discussion questions might include:

• Does this represent the reality? Are the economic, political and socio-cultural dimensions to the problem considered?

• Which causes and consequences are getting better, which are getting worse and which are staying the same?

• What are the most serious consequences? Which are of most concern? What criteria are important to us in thinking about a way forward?

• Which causes are easiest / most difficult to address? What possible solutions or options might there be? Where could a policy change help address a cause or consequence, or create a solution?

• What decisions have we made, and what actions have we agreed on?

Example of a problem tree

source: www.iisd.org/csconservation/conflict_tree.aspx

Objective Tree : Following the problem tree analysis, it is possible to rephrase each of the problems into positive desirable outcomes – as if the problem had already been treated, the problem can be turned into an objectives tree. In this way, root causes and consequences are turned into root solutions, and key project or influencing entry points are quickly established. A Force Field analysis (Tool 16) could be a useful next step.

Opportunity Tree : Instead of focusing on ‘problems’ it is possible to use the tree to analyse opportunities. This implies changing the initial question from “what is the problem and what are underlying causes” to “what works well and what are underlying causes”. Can be done after Appreciative story telling (Tool 6).

This description has been adapted from the ODI Toolkit, Successful Communication, A Toolkit for Researchers and Civil Society Organisations. www.odi.org/publications/5258-problem-tree-analysis .

The opportunity tree is adapted from Participatory Action Research, Theory and methods for engaged inquiry J. M. Chevalier and D. J. Buckles (2012).

Tree Diagrams

Simplifying complexity.

By the Mind Tools Content Team

We might associate tree diagrams with high school math; as simple tools commonly used to calculate probabilities or chart a series of events. However, they can be useful in the workplace too. They can help you analyze options, solve problems, and brainstorm different ideas with your team.

In this article, we'll look at what tree diagrams are, and discuss the many powerful ways you can apply them.

What Is a Tree Diagram?

A tree diagram is a visual depiction of relationships that starts with a central node, or "trunk." This is the problem that needs solving or the idea you are analyzing. Each possible solution or event has its own "branch," which comes off the trunk to the top or bottom right-hand side. Additional decisions, consequences or effects split off from each of these "second layer branches," giving the diagram a tree-like structure.

You can use tree diagrams to break down categories or events into finer and finer levels of detail. This helps simplify complex problems (and their proposed solutions), and makes it easier for you to get an overview of your options.

Figure 1 – Example Tree Diagram

Among other uses, tree diagrams can help you to:

Find the root cause of a problem.
Outline the steps needed to solve a problem or implement a plan.
Identify the true scope of a project.
Explain steps or details to others.
Brainstorm possible outcomes.

Tree diagrams also help shift your thinking from the "big picture" to the subtleties of an issue. When you first draw the diagram, you look at the issue in its broadest sense. Your focus narrows when you flesh it out, and drill down to the finer detail. This shift in perspective is especially helpful when you're faced with large or particularly complex problems.

Mariella's boss has asked her team to improve its performance by 20 percent. She draws a tree diagram to break the objective down into meaningful sub-goals, so team members can understand exactly what they need to do.

She begins by writing the primary goal first; this is the "trunk" of the diagram.

Improve performance by 20 percent.

Next, she and her team discuss how they can meet this goal. The team creates a new "branch" in the diagram for each idea to help it become more productive.

Cross-train team members.
Get better organized.
Find more customers.

Each of these ideas is broken down further, so team members are clear about what they need to do. So, the group keeps brainstorming, and adds the following additional branches:

Cross-train team members: Job rotation, job shadowing, job sharing.
Get organized: Simplify client filing system, reduce clutter in the office, time-management training.
Find more customers: Increase cold calling, social networking outreach, sponsor community events.

Mariella and her team keep expanding the tree diagram, using the final branches to assign tasks to specific people and to set deadlines. She then puts a printout in the break room to remind everyone what they're working on, and who is responsible for each task.

Types of Tree Diagram

There are many different types of tree diagram, and each has a specific application.

Making Decisions

Decision Trees are a common form of tree diagram. They can help you make the right choice when you're faced with several possible options. With them, you look at each alternative and investigate its potential outcome to determine which one offers the best balance between risk and reward.

There are always consequences when you make a decision. Sometimes they are positive, other times they're not. The Futures Wheel tool uses a type of tree diagram to help you explore them.

You can also use a tree diagram when carrying out an Impact Analysis to identify the possible negative consequences of a proposed change.

Solving Problems

If you're faced with a complex problem, it can be challenging to identify its root cause and come up with an effective solution. Specialist tree diagrams can help you simplify this task.

Cause and Effect Analysis uses "fishbone diagrams," which are effectively horizontal tree diagrams. They enable you to discover the root cause of a problem, identify bottlenecks , and analyze why a particular process isn't working.

Sometimes you'll need to come up with several possible solutions to a problem, and this is when Concept Fans – based on the structure of tree diagrams – are useful. They let you take both a micro and a macro look at your problem, and generate as many options as you need to solve it.

Critical to Quality Trees are similar – they help you identify your customers' needs, and explore ways to meet those needs.

Predicting Behavior

You can use tree diagrams to predict behavior. For example, they're commonly used in game theory to predict how your competitors might react in a given situation, or how a negotiation could play out. In this context, you use "game trees" to chart "players'" every possible move.

Taking Notes

Tree diagrams can be useful for taking notes. For example, Mind Mapping is a useful tool for summarizing information, for consolidating large chunks of information, for making connections, and for creative problem solving. Mind Maps show facts, as well as the overall structure of a subject and the relative importance of individual parts of it.

How to Create a Tree Diagram

This is a relatively simple task, and there are several ways to do it.

To draw a tree diagram by hand, start on the left-hand side of your paper (for a horizontal tree), or at the top (for a vertical tree). Write the problem or issue you're addressing in a square or circle.

Then, drill down to the next level of detail. For example, if you're trying to find the root cause of a problem, think about what could be causing the issue. Draw lines out for each possible cause and label it appropriately.

Once you've brainstormed all the possibilities at this level, look at each idea in turn. Using our problem-solving example, you can then drill down to the next level of detail by asking "What" or "Why" questions. For example, "What do we need to do to make this happen?" or "Why does this happen?"

Using Software

You can draw tree diagrams using packages like Microsoft® Word. There are many free templates that you can download from the Internet, which automate and simplify the process.

You can also download software, like SmartDraw ™, or add-ins for Microsoft Excel, such as TreePlan ™, to create comprehensive and professional-looking diagrams.

The advantage to using software is that you can share what you create with others easily, and quickly make changes or add more branches. It also allows you to create high quality, professional diagrams, and seamlessly insert them into presentations or reports.

Using Online Apps

There are also web-based applications, such as draw.io ™ and Creately ™, which help you create and save your tree diagram online. These applications are useful for team collaboration, especially when you're working with a home-based or virtual team.

Use tree diagrams to solve problems and make decisions by breaking information down into finer levels of detail. They help you to simplify complex problems, and make it easier for you to visualize all your options. Tree diagrams also help you find the root cause of a problem, break down large goals, and explain steps to others.

To draw a tree diagram, start by writing your problem or issue on the left-hand side of the page; this is the "trunk" of your tree. Next, identify the tasks that you need to complete to accomplish your goal; each should have its own "branch" off the central trunk. Look at them individually, and create further branches until you can't simplify or drill down any further.

Apply This to Your Life

Think carefully about any problems or situations you're facing now at work. Draw a tree diagram to brainstorm possible solutions.
If you have a decision to make, use a tree diagram to explore your options and identify the consequences of each one.

"Microsoft Word" is a trademark of Microsoft (see www.microsoft.com ); "SmartDraw" is a trademark of SmartDraw.com (see www.smartdraw.com ); "TreePlan" is a trademark of TreePlan Software (see www.treeplan.com ); "draw.io" is a trademark of www.draw.io (see www.draw.io ); "Creately" is a trademark of Cinergix Pty Ltd (see www.cinergix.com ).

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Understanding methods | Problem Framing

Problem Tree Analysis

A way of exploring the causes and effects of a particular issue

Method overview

When you first glance at a tree in a forest, you rarely focus on its distinct parts. It’s uncommon to consider the invisible roots that sustain it, or spend time scrutinizing every limb and leaf. The same is often true of the design problems you are asked to address; you grasp the general situation but don’t immediately separate out the problem from its causes and effects. If you study the root of a problem and recognize its branching effects, you set the conditions for effectively framing the issues and finding meaningful solutions.

Problem Tree Analysis provides a template for mapping causes and effects in order to better understand the chain of connected circumstances that led to the current situation. Using the tree as a metaphor, you separate the causes (roots) from the effects (branches) of a central issue (trunk). It provides a structured way for your team to reveal concerns, discern causes from symptoms, and potentially frame problem statements in a new and better way.

The benefits of this method

Helps you untangle complex problems.
Reveals various causes and effects.
Builds a shared understanding.
Provides a direction for problem solving.

Quick guide

Identify a problem statement to focus on.
Assemble a diverse group of stakeholders.
Gather the team around a flip chart or whiteboard.
Write your focal problem in the middle of the space.
Instruct the team to discuss the causes (roots).
Write the various responses below the focal problem.
Instruct the team to discuss effects (branches).
Write the various responses above the focal problem.
Discuss and decide which cause or effect to focus on.

Helpful hints

Acknowledge and discuss direct vs. indirect causes.
Note that some effects are routine, and some rare.
Take a quick poll to help decide where to focus.

Combining LUMA methods into design recipes

The methods in the LUMA System are great on their own, but they are really powerful when combined into design recipes. Just like when you combine ingredients to make a tasty meal, you can also combine design methods to address challenges such as improving workplace culture or uncovering customer insights.

An example of a recipe from LUMA Workplace®:

Want to learn more about LUMA methods?

Decision Tree Template

Explore, plan and predict several possible outcomes to your decisions with Miro's decision tree template.

Trusted by 65M+ users and leading companies

About the Decision Tree Template

The decision tree template (also known as a decision tree diagram template) is a ready-to-use flowchart template meant to help teams make decisions more effectively, namely by exploring all possible options and outcomes. The name “decision tree” refers to the way a tree is built, where your flowchart is “rooted” in one central topic, each “branch” represents a decision you could make about it, and each “leaf” represents a potential outcome of that decision.

But the branches don’t have to stop growing once you’ve identified its leaf. If an outcome leads to another action you could take, the decision tree template makes it easy to branch out from a leaf as many times as you need. In other words, the template is infinitely scalable, allowing you to explore as many angles as needed to solve your overarching problem as thoughtfully as possible.

Benefits of using a decision tree template

Using a decision tree template will save you time from having to build a flowchart from scratch, allowing you to dive straight into the problem-solving process. Plus, with Miro’s real-time collaboration features, you and your teammates can build a comprehensive decision tree together at the same time, within the same decision-tree maker — even if you aren’t all in the same room.

Filling in this decision tree template not only helps with filtering through multiple ways to solve a problem but also with identifying potential pitfalls and blockers in advance. Because of that, it’s especially beneficial for smaller teams with fewer resources. When it’s particularly challenging to get financial buy-in from senior stakeholders, building a decision tree helps you and your team make major commitments with confidence by carefully weighing all your options.

Enterprises and larger companies stand to benefit from the decision tree template too. Some key use cases include identifying new market opportunities and determining product viability. You might even use a decision tree to narrow down a list of solutions worth test-driving before presenting one to senior stakeholders.

The bottom line is that it’s for anyone tackling a problem with multiple possible solutions, wanting to identify the best approach based on their unique circumstances.

How to use Miro's decision tree template

Ready to fill in Miro’s decision tree template? Here are six steps to help you make the most of it:

Step 1: Define your question

First, open the decision tree template by scrolling to the top of this page and clicking on the “Use template” button. That’ll take you straight to the template in Miro, allowing you to start filling it in.

Once you’ve opened it, start by adding your central question or problem you want to solve to the oval on the lefthand side of the template, replacing the pre-filled text with your own. For example, if you’re trying to decide between different companies to partner with, write down “What company should we partner with?”

Step 2: Fill in the branches

Now, it’s time to branch out from your central theme. Edit the text along the first set of red and green connection lines by entering the initial decisions you could make. Sticking to our company partnership example from Step 1, replace the text that says “yes” along the green line with “Company A” and the text along the red line with “Company B.” Want to add more branches so you can consider more than two companies? Hover over the oval where you wrote your central theme to reveal the + button, then click on it. You’ll then see a new branch appear.

While the branches in this template grow horizontally toward the right, you can edit the template to have them grow vertically or even toward the left if you prefer.

Step 3: Fill in the leaves

You’ll notice that the initial decisions you added in Step 2 each branch out into more red and green lines. The text boxes at the end of these lines are the leaves; they’re your chance to identify any possible outcomes of your decisions. Not quite sure what to write here? Just think of them as the product of if-then statements.

For example, if you decide to partner with Company A, then you might need to think about whether you have the resources to do so. In this case, edit the text box that appears down the path of partnering with Company A and write, “Do we have the resources?” Similarly, partnering with Company B might require you to consider brand impact. In this case, edit one of the text boxes branching out of Company B and write, “How will it impact our brand?”

Step 4: Fill in more branches and leaves

Remember, the decision tree template is yours to customize. That means you can add as many branches and leaves as you need to identify the best possible decision. And since the outcomes we identified in Step 3 resulted in more follow-up questions, it’d make sense to answer them by branching out again.

For example, the follow-up question for choosing Company A is, “Do we have enough resources?” So fill in the text boxes along its red and green branches on the right to provide alternative answers. In this case, the template already comes with relevant pre-filled text to answer that question: “yes” and “no,” but feel free to edit the text or add more branches as needed.

As for their outcomes, remember to think of these as products of if-then statements. So if the answer is yes – meaning you have the resources – you could edit the text at the end of that branch to say, “Then we partner with Company A.” In this case, you’ve created a leaf that also happens to answer the original question. So feel free to delete any unnecessary branches and leaves to the right.

If you’re not sure whether you need to branch out more, take a few minutes to discuss possible follow-up questions and outcomes with your teammates.

Step 5: Final check

Before you conclude your decision tree and identify a final outcome, review the template to see that you’ve answered every possible question by making sure each branch has at least one leaf. In other words, you’re making sure you’ve worked through all “if-then” statements. When you’re done, align with your teammates on the best outcome of your decision tree.

Step 6: Double-check with stakeholders

When you’ve identified your key takeaway from the decision tree exercise, share it with your stakeholders to get them on board. Use the tree to talk through the pros and cons of your decision, identify valuable alternatives, and build out additional branches as needed based on any feedback you get.

The decision tree is only one example of a methodology for decision-making. if you'd prefer to diagram from scratch, get started with Miro's tree diagram maker and collaborate with your team.

What are the benefits of using Miro’s decision tree template?

Using Miro’s decision tree template comes with many unique benefits. With real-time collaboration features, you and your teammates can build your decision tree in Miro together at the same time, even if you aren’t in the same room. It’s also easy to add images, videos, or any other documents you need. You can even embed Google Documents, Spreadsheets, or Slides, saving you time from having to copy and paste any important notes. When you’re ready to share your completed Decision Tree Template, you’ll get to choose between multiple ways to do that — including exporting it as a PDF or sharing it using a link. You can also invite team members and stakeholders to share their thoughts by commenting directly on your Miro board.

Can I customize a decision tree template to suit my needs?

Yes. The decision tree template is meant to help you kickstart the problem-solving process by saving you time on creating a flowchart from scratch. But what you want to add to it, how much you expand on it, or even what you want it to look like is up to you. Using Miro’s decision tree template, you’ll have plenty of customization options like being able to adjust the thickness or color of your connection lines and shapes. You can even change your Miro board’s background color. That means you not only get to customize how detailed your decision tree is but also its entire look and feel. This is especially helpful if you prefer to keep your decision trees in line with brand colors and styles.

Get started with this template right now.

Monthly Budget Template

Works best for:.

Project management, Planning

Miro's Monthly Budget Template is more than a budgeting tool; it's a step towards more strategic and efficient financial planning. Start today, and take control of your financial future, achieving your projects and goals.

Feature Planning Template

Desk Research, Agile Methodology, Product Management

Features are what make a product or service fun, but adding new ones is no walk in the park. It takes many steps—ideating, designing, refining, building, testing, launching, and promoting—and just as many stakeholders. Feature Planning lets you put a smooth, sturdy process in place, so you can add a feature successfully, and spend less time and resources doing it. That makes our Feature Planning Template a smart starting point for anyone looking to add new product features, especially members of product, engineering, marketing, and sales teams.

Product Development Roadmap Template

Product Management, Software Development, Roadmaps

Product development roadmaps cover everything your team needs to achieve when delivering a product from concept to market launch. Your product development roadmap is also a team alignment tool that offers guidance and leadership to help your team focus on balancing product innovation and meeting your customer’s needs. Investing time in creating a roadmap focused on your product development phases helps your team communicate a vision to business leaders, designers, developers, project managers, marketers, and anyone else who influences meeting team goals.

Communications Plan Template

Marketing, Project Management, Project Planning

You saw the opportunity. You developed the product. Now comes an important step: Find your audience and speak to them in a way that’s clear, memorable, and inspiring. You need a communications plan—a strategy for controlling your narrative at every stage of your business—and this template will help you create a good one. No need to build a new strategy every time you have something to communicate. Here, you can simplify the process, streamline your messaging, and empower you to communicate in ways that grow with your business.

5S Template

Strategy and Planning, Productivity

The 5S Template offers a systematic framework based on the renowned 5S methodology: Sort, Set in order, Shine, Standardize, and Sustain. Originally derived from Japanese manufacturing practices, this template provides clear directions to help teams optimize workspaces. A standout benefit of using this template is its capacity to drastically improve efficiency. Every resource and tool is positioned for maximum productivity by guiding users through decluttering and organizing, reducing time wastage, and enhancing overall workflow.

Action Priority Matrix Template

You and your teammates probably have more ideas than resources, which can make it difficult to prioritize tasks. Use an Action Priority Matrix to help choose the order in which you will work on your tasks, allowing you to save time and money and avoid getting bogged down in unnecessary work. An Action Priority Matrix is a simple diagram that allows you to score tasks based on their impact and the effort needed to complete them. You use your scores to plot each task in one of four quadrants: quick wins, major projects, fill-ins, and thankless tasks.

Problem Tree Method

Problem Tree is an analytical method for teams to hierarchically illustrate the causes and effects behind a design challenge and collectively generate potential solutions.

A Problem Tree is a visual tool that analyzes the root causes and effects of a problem by structuring them in a tree-like diagram. By identifying underlying factors, interconnections, and consequences, it provides a comprehensive understanding of complex issues. Problem Trees are valuable in project planning, policy analysis, and social research, where dissecting problems into manageable parts guides targeted interventions, strategic planning, and collaborative problem-solving.

Suitable for

✓ Thorough description of the problem,
✓ Understanding the context of the problem being solved,
✓ Finding compromises with stakeholders.

Deliverables

Problem identification.

Identify and define the main problem or issue that needs to be addressed in the project or design process. This should be a clear and concise statement of the problem.

Problem Branches

List all the specific sub-problems or causes that contribute to the main problem. These sub-problems form the branches of the problem tree and help to provide a more detailed understanding of the root causes and factors affecting the main problem.

Relationship Mapping

Determine and illustrate the relationships and connections between the sub-problems, showing how they are interrelated and how they contribute to the main problem.

Root Causes

Identify the underlying root causes for each sub-problem, ensuring the deeper factors contributing to the problem are analyzed and understood. Root causes will form the base of the problem tree.

Validation and Revision

Review and validate the accuracy and completeness of the problem tree with relevant stakeholders, revising when necessary to ensure a comprehensive understanding of the problem and its factors.

Opportunity Mapping

Identify potential solutions or interventions that can address the root causes and sub-problems, creating a map of opportunities to guide the design process and decision-making.

Prioritization and Selection

Evaluate and prioritize the identified opportunities based on their potential impact, relevance, and feasibility, and select the most appropriate solutions for further exploration and implementation.

Problem Tree Visualization

Create a visual representation of the problem tree, showing the main problem, sub-problems, root causes, relationships, and opportunities, in order to effectively communicate the findings of the analysis to stakeholders and team members.

Identify the Core Problem

Gather your research team and stakeholders to discuss and agree on the core problem that needs to be addressed. The core problem should be clear, concise and specific.

Create a Problem Tree

Draw a tree structure on a whiteboard or large piece of paper. Write the core problem in the middle of the tree, which will become the trunk. The tree structure will consist of roots (causes), trunk (core problem), and branches (effects).

Identify Causes

Discuss and brainstorm the underlying causes of the core problem. Write each cause on a sticky note and place them as the roots of the tree. As you identify more in-depth causes, you can create sub-roots that branch off from the main root.

Identify Effects

Now identify the consequences or effects that result from the core problem. Write each effect on a sticky note and place them as branches on the tree. Sub-branches can be added for secondary or tertiary effects that arise from the main branches.

Establish Connections

Draw lines connecting the main roots to the trunk, and then connect the branches to the trunk. This visualizes the relationships between the causes, core problem, and effects. Ensure that the connections and relationships make logical sense.

Analyze the Problem Tree

Review and analyze the completed problem tree, looking for patterns, trends, and areas for further investigation. Encourage discussions to gain insights, prioritize causes, and identify potential user pain points that need to be addressed.

Convert to Objective Tree

Once the problem tree is complete, you can transform it into an objective tree by rephrasing negative statements into positive ones. This process helps to create constructive, solution-focused objectives for your project.

Develop and Prioritize Solutions

Using the objective tree, the team can now brainstorm, develop, and prioritize potential solutions that address the root causes and effects of the core problem. This sets the stage for designing and implementing effective UX improvements.

Prerequisites

2 hours or more

flipchart, markers, post-its

team of 5 or more

Tree Testing: The Ultimate Step-by-Step Guide maze.co

Tree testing: fast, iterative evaluation of menu labels and categories nngroup.com, tree testing: evaluative ux research methods userinterviews.com, tree testing 101 blog.uxtweak.com, tree testing: a complete guide uxplanet.org, support the project.

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Problem Tree

A problem tree helps you understand and communicate the problem you aim to solve by analysing its causes and effects..

So... what is it?

I’m glad you asked.

Organizations exist to solve one or multiple problems in the community or society. The problem tree helps you to systematically analyse the causes and effects of the problem(s) that you want to solve as a part of your organisation’s mission.

The easy-to-use tool works best during the design and/or planning process , but also anytime when core problems need to be (re)identified or clarified.

Perhaps you are one of those people who do not like the word “problem”. In that case, feel free to rename it as a tree of challenges , needs or issues . The tool will remain as useful for you as before.

Sounds cool! How does the tool look like?

Looks complicated. quite many steps to take. could you walk me through it, sure you can watch the video to get an idea of what the tool is about or continue reading after the video player., in a nutshell….

This tool helps you understand a) why the problem exists at all and b) what things happen as a result of the problem. Mapping the causes of the problem may help you understand what you need to do to make the problem disappear. Mapping the consequences of the problem can help you understand what would the positive results be if the problem would be lessened or removed.

First, you have to define the core problem that your mission focuses on.

Below the core problem , write the main causes of the problem and the causes of the main causes etc. until you understand the causes well enough.

Above the core problem , write the main consequences of the problem and the consequences of the main consequences etc. until you understand the consequences well enough.

In more detail…

1. Start by writing down the core problem that you want to solve.

2. Write down the causes of the problem by asking a series of “why” questions. The deeper you go, the better.

The core problem is P. Why does P exist? Answer = A. And why does A exist? Answer = B. And why does B exist? Answer = C Etc.

3. Write down the consequences. What does the problem lead to?

The core problem is P. What does P lead to? Answer = R. And what does R lead to? Answer = S. Etc.

4. Analyse the problem tree and make choices about your mission and activities.

Would you like to keep a problem as the central problem you’re focusing on, or would it be more inspiring/realistic to tackle any of the causes/consequences as your main mission?
What causes/consequences can you tackle yourself? What would be the partnerships that you would need to remove more causes or consequences of the problem?

You can also have variations in its use

LIGHT : Write down the keywords based on your (team’s) experience, opinions and gut instinct.

MEDIUM : Involve other organisations, ask for expert opinions, including the viewpoints of the stakeholders that have different experiences and values compared with your team.

ADVANCED : Only include causes and consequences that the scientific research and literature has shown to have clear links to the main problem.

I think I’m starting to get it now. Could I see an example just to be sure?

Of course. here is an example about a social enterprise that aims to increase the well-being of university students..

And here’s an example of a cyber-bullying prevention programme.

Okay thanks. i understand how it works now but i’m still not sure if i should use this for my project or not. when and why should i use the tool, here’s what the tool can help you with., why use it.

☑ To understand better the problem(s) your mission aims to solve (or to find out what your mission should be).

☑ To make informed decisions about which aspects of the problem you can and want to concentrate on.

☑ To better explain and communicate the problem and its causes/effects to the stakeholders whom you need to convince. You can show the tree or just use it to prepare your arguments for presentations or negotiations.

And here are some hints about the perfect moments when to use it

When to use it.

☑ When developing or updating your mission and vision or specifying your strategic choices.

☑ When the organisation aims to understand and communicate certain topics/problems better.

☑ When you want to change or expand your activities to tackle more causes.

☑ When looking for cooperation partners (to collaborate with organisations that address the causes and/or consequences of the problem that you cannot or don’t want to address with your own organisation).

Thanks, I get it now!

If you would like to get more help in the form of mentoring, consultancy or research, drop us a message at [email protected]., privacy overview.

What do you think of this template?

Product details

Have you ever had a large, complex, and seemingly overwhelming problem that you initially had no idea how to solve? Chances are, it would have been helpful if you used an issue tree.

The issue tree is a tool that consultants use to break down big problems into smaller manageable ones. Firms like McKinsey, Boston Consulting Group, and Bain often look to see that their candidates use issue trees in interviews. In addition, consultants themselves use them frequently on the job.

Issue trees are used to break down problems into their component parts. As a result, issue trees help consultants focus their efforts on more manageable smaller problems that can be tackled one by one. Ultimately, the solutions for each smaller piece lead to solving the larger whole.

The best issue trees are mutually exclusive, meaning that there are no overlaps amongst the different smaller components. They are also collectively exhaustive, meaning that the components cover all potential root causes of the problem. For instance, imagine your client has a profitability problem. Your issue true would be mutually exclusive by focusing on revenue and costs, as there are no overlaps between the two.

Finding a solution to a client’s overall problem doesn’t mean solving every little problem along the way. Instead, the best issue trees help consultants solve the most crucial and important problems. This feature of great issue trees follows the 80/20 rule, which states that roughly 80% of the effects of something comes from 20% of the causes.

Great issue trees will have a logical flow throughout the smaller sub-issues. If the components of the issue tree seem random and unrelated, there is bound to be more confusion than solution.

Issue trees are a useful tool to use during the case interview – just be sure that you remain structured, logical. At the end of the day, the categories you use inside of your issue tree will determine whether you are successful or not.

Analysts can use this pattern when determining cause and effect. For example, you can use this template to analyze sales declines for a company’s products. You can identify key areas that will help you strengthen your product’s position in the market.

Also, this template can be used by team leaders when discussing problems with the development of a software product for a client at weekly sprints. You can describe in detail the reasons that prevented the team from completing the project on time.

University professors and business coaches can use the slides in this template to prepare Problem Analysis and Solutions or Business Process Analysis courses in manufacturing.

Issue Tree is a modern and stylish template that has all the tools you need to build a professional presentation. If necessary, you can change all the elements of the slide in accordance with your corporate requirements. This template will be useful for startups, company executives, business trainers, analysts and software developers. The Issue Tree template will organically complement your presentations and will be a great addition to your collection of professional presentations.

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Free Problem Statement Templates: All Formats

By Kate Eby | March 4, 2024

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We've collected the top problem statement templates to help you identify and articulate challenges clearly and concisely in any business context. Download any of these free templates that align with your needs, and customize it for your organization.

On this page, you’ll find a customer problem statement template , a problem and solution slide template , a problem statement document template , and more. You’ll also find information on different types of problem statement templates and related problem-solving tools .

5 Ws Problem Statement Template

Download a 5 Ws Problem Statement Template for

Microsoft Word | Adobe PDF | PowerPoint | Google Slides

When to Use This Template: Use this 5 Ws problem statement template to create a methodical breakdown of issues at team meetings or brainstorming sessions. Ensure that nothing is overlooked by answering who, what, when, where, and why questions about a problem. By doing so, you can create a clear and concise problem statement.

Notable Template Features: Using five key questions to explore a problem fosters a comprehensive understanding of the issue while helping to narrow the focus of your final problem statement. Each segment of the template is color-coded and provides bullet points to delve into specifics, such as who is affected and the problem's scope and significance.

Customer Problem Statement Template

Download a Customer Problem Statement Template for

When to Use This Template: This template provides a structured approach to translating client issues into an effective problem statement. It is especially useful for customer experience teams, marketing personnel, and product developers who are tasked with turning customer feedback into actionable insights.

Notable Template Features: This template takes you through the steps of clarifying customer issues and perspectives to help teams find customer-focused solutions. Download the template in PowerPoint or Google Slides for presentations, or try the Microsoft Word or Adobe PDF versions to create a printable worksheet.

Three-Part Problem Statement Slide Template

Download a Three-Part Problem Statement Slide Template for

PowerPoint | Google Slides

When to Use This Template: Use this slide template to present key points to stakeholders in project reviews or strategic planning sessions. Teams can also use this template to facilitate problem-solving meetings.

Notable Template Features: This template guides the audience from problem to solution to result, promoting a thorough understanding of the problem’s context. Each section includes bullet points to organize and present complex details in a simple yet engaging format.

Single-Problem Statement and Solution Slide Template

Download a Single-Problem Statement and Solution Slide Template for

When to Use This Template: This problem statement slide template allows you to clearly outline a problem and propose a viable solution in one visually dynamic slide, making it a perfect addition to business proposals, project pitches, and strategy meetings.

Notable Template Features: This slide template separates the problem on the left from the solution on the right, using a clear layout and colorful symbols to grab the viewer's attention. This simple design ensures that the audience grasps the core issue quickly, facilitating a focused and efficient discussion.

For more slide template resources like this one, see this collection of free PowerPoint problem statement templates .

Project Problem Statement Document Template

Download a Project Problem Statement Document Template for

Microsoft Word | Adobe PDF

When to Use This Template: Use this document template to draft a comprehensive problem statement report. The template is best for individuals or teams tasked with in-depth analysis and documentation of business issues, ensuring that they cover all relevant aspects of the problem.

Notable Template Features: This template features a structured outline with labeled sections for documenting the problem statement, background information, impact, and potential solutions. The outline takes readers through a logical progression — from identifying the problem to proposing solutions — for a clear and persuasive presentation.

Problem Statement Worksheet Template

Download a Problem Statement Worksheet Template for

Excel | Microsoft Word | Adobe PDF

When to Use This Template: Use this worksheet to create an effective problem statement when starting a new project. The template is particularly useful for project teams that need to align on the specifics of a problem, set measurable goals, and identify obstacles and solutions.

Notable Template Features: This problem statement worksheet guides you through a step-by-step process to craft a concise and impactful problem statement. The template includes clear sections where you can provide details about the problem, the gap between the current state and the goal, and the people or processes affected. It includes space for setting SMART goals related to the problem, identifying barriers, and formulating a plan to overcome these challenges.

Problem Statement Matrix Template

Download a Problem Statement Matrix Template for

When to Use This Template: This template helps teams and managers prioritize multiple problems. Teams can assess and sort problems based on urgency and potential impact to effectively guide strategic action plans.

Notable Template Features: This template organizes essential aspects of each problem into a simple matrix, including a problem statement, priority, visibility, impact, response timeframe, and proposed solutions. The matrix format is useful when you want an overview of problems with key details highlighted.

Types of Problem Statement Templates

Problem statements are used in business settings and academic research to clearly define a problem that needs to be solved. A well-written statement is concise, narrow in focus, and based on evidence. While all problem statements include similar elements, they will vary depending on the context and type of issue. There are many tools that can aid in this process.

Here’s a closer look at the different types of problem statement templates for project and product management:

Customer Problem Statement Templates

Customer problem statement templates guide you through the process of viewing issues from the customer’s perspective. They provide a structured approach to mapping out the customer journey, pinpointing the underlying cause of problems, and understanding their emotional impacts on customers.

Customer problem statement templates typically organize information into five key elements:

I Am: Who is the customer? This could be as broad as a demographic group or as specific as a user persona. Clearly defining your customer sets the foundation for a more targeted analysis.
I Am Trying To: What is the customer trying to achieve? Articulate the customer's goal or what they hope to accomplish with your product or service. This helps in aligning your solutions with customer needs.
But: What is getting in their way? Identify the challenges that prevent the customer from achieving their goals. These could be related to product features, service limitations, or external factors.
Because: What is the root of the issue? Analyze the internal and external factors that contribute to the problem to uncover the underlying causes.
Which Makes Me Feel: What is the customer's emotional response to this issue? Emotions can affect how customers perceive your product or service. If they're feeling frustration, disappointment, or confusion, they might be less likely to engage positively with your brand or recommend your services to others. Knowing this helps convey the urgency of addressing the problem.

Using a customer problem statement template shifts the focus from internal perceptions of what the problem might be to a clearer understanding of the customer's experience. The process involves gathering and analyzing customer feedback, conducting market research, and possibly engaging directly with customers through interviews or surveys.

Product Problem Statement Templates

Since having a customer-centric perspective is vital for developing successful products, there is overlap between product and customer problem statement templates. However, understanding customer issues is just one step in the development process. Product teams must consider whether the solutions they come up with will truly benefit the customer, what value a product will bring to the company, what steps are needed to solve the problem, and how to measure success.

One common structure for product problem statement templates is the 5 Ws framework, which involves answering the following questions:

Who: Who is the problem affecting?
What: What is the unmet need?
When: When is the problem happening?
Where: Where is the problem occurring?
Why: Why is this worth solving?

Some templates might include a sixth question: How are you going to solve the problem?

These templates can help teams identify initial product opportunities, refine product concepts, and diagnose issues in existing products. They help in prioritizing features, making strategic adjustments, and communicating the product vision and challenges internally.

Project Problem Statement Templates

Similar to customer and product templates, project problem statement templates help teams articulate the core issue they aim to address with their project. They are often used at early planning stages to gain clarity and consensus among stakeholders on the project's direction.

A project problem statement template typically includes the following elements:

Problem: Clearly define the issue at hand with a precise description of the gap between the current state and the desired state.
Background: Provide context for the problem by offering insights into its origins and scope. This helps stakeholders understand the complexity and nuances of the issue.
Relevance: Highlight the significance of the problem, its potential impacts, and why addressing it matters to the organization or stakeholders.
Objectives: Outline the objectives of the project with SMART goals that guide the project's direction and help in measuring its success.

Some templates, such as a problem statement worksheet, are designed to help you craft an effective statement, while others are suitable for presentations or reports to stakeholders. For some helpful options, see this collection of free problem statement slide templates .

Fishbone Diagram Template

A fishbone diagram template organizes the causes of a problem into categories, enabling teams to identify, analyze, and address root causes by branching out possible contributing factors from a central problem statement.

8D Report Template

An 8D report template guides teams through a structured eight-step process to identify, correct, and eliminate recurring problems. This problem-solving approach emphasizes root cause analysis and long-term solutions.

A3 Template

An A3 template offers a concise framework for problem solving, encouraging teams to identify issues, find root causes, and develop solutions on a single A3-sized sheet of paper for clarity and efficiency.

Simple Root Cause Analysis Template

Use our simple root cause analysis template to map out symptoms, effects, causes, and suggested solutions in a color-coded spreadsheet. Each section includes important details, such as urgency, risks, and success criteria for a systematic approach to analyzing problems.

DMAIC Root Cause Analysis Template

A DMAIC analysis template outlines a structured, five-phase approach to problem solving

— define, measure, analyze, improve, control — guiding teams through a detailed process to identify problems, analyze causes, and improve processes.

For more problem-solving templates, see this collection of free root cause analysis templates and Lean Six Sigma templates .

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Lean Events and Training / Forms and Templates

Forms and Templates

Downloads for A3 problem solving, standard work , project management, and value stream mapping .

Problem Solving Templates

A3 Action Plan Form (from Getting the Right Things Done)

The action plan template helps define the who, what, when, where, and how of a plan on one page.
Helps track progress and highlight problems so action can be taken.

A3 Status Review Form (from Getting the Right Things Done)

Top box provides an overview with respect to our critical end-of-pipe metrics.
Second box provides an overview of activities, and usually reflects what’s been prescribed on the action plan of the right side of the strategy A3.

A3 Strategy Form (from Getting the Right Things Done)

A strategy A3 is a one-page storyboard on 11-inch by 17-inch paper that helps tell the strategy “story.”
Logic flows from top left to bottom right, and each box leads to the next one.

Detailed A3 Template (from Managing to Learn)

Print this A3 template out to remind you of each section of the problem-solving A3 as you are creating your own.

PDSA A3 Template (from On the Mend)

A3 Template, in Excel, following the PDSA cycle.

Problem Definition Worksheet

This worksheet can help you breakdown the problem into a clearly defined gap as well as see how the problem aligns to the needs of the business or your True North purpose.

Root Cause Template

This template gives you space to record the problem as well as the direct causes and underlying causes.

Four Types of Problems

Art Smalley

Managing to Learn: Using the A3 management process

Perfecting Patient Journeys

Beau Keyte , Tom Shuker and Judy Worth

Getting the Right Things Done

Pascal Dennis

Standard Work Templates

Standard Work Operator Balance Chart (OBC)

The operator balance chart helps create continuous flow in a multi-step, multi-operator process by distributing operator work elements in relation to takt time.

Standard Work Process Study Sheet

The Process Study Sheet is used to define and record the time for work elements in a process.

Standard Work Production Analysis Board

A Production Analysis Board is a display that must be located at the exit of the cell (or the line) to show actual performance compared with planned performance on an hourly basis.

Standard Work Skills Training Matrix

The Skills Training Matrix shows the required and attained skills of every operator.
The training schedule also should be shown.

Standardized Work Chart

The standardized work chart shows operator movement and material location in relation to the machine and overall process layout.
It should show takt time, work sequence, and standard WIP.

Standardized Work Combination Table

The standardized work combination table shows the combination of manual work time, walk time, and machine processing time for each operation in a production sequence.
This form is a more precise process design tool than the Operator Balance Chart.
It can be very helpful to identify the waste of waiting and overburden, and to confirm standard.

Standardized Work Job Instruction Sheet

The job instruction sheet is used to train new operations.
It lists the steps of the job, detailing any special knack that may be required to perform the job safely with utmost quality and efficiency.
It can also be useful for experienced operators to reconfirm the right operations.

Waste Walk Template (from Perfecting Patient Journeys)

Standardized Work Process Capacity Sheet

The Process Capacity Chart is used to calculate the capacity of each machine to confirm true capacity and to identify and eliminate bottlenecks.
Processing capacity per shift will be calculated from the available production time, completion time, and tool-change time (and other factors as necessary) for each work piece.

Waste Walk Template (from Perfecting Patient Journeys)

Taking a “waste walk” is one way to make the waste visible again.
A waste walk is simply a planned visit to where work is being performed to observe what’s happening and to note the waste. It differs from go-see activities in that you are specifically looking for waste.

Kaizen Express

Toshiko Narusawa and John Shook

Lean Lexicon 5th Edition

Lean Enterprise Institute

Training Within Industry (TWI) Templates and Downloads

8-step TWI problem solving card - as presented by IBM

8-steps to problem solving handy pocket card printable.

Solving Problems with TWI

Solving problems with TWI deployment graphic.

Template of Job Breakdown Sheet

Job breakdown sheets are created to list the steps and highlight the main factors or key points that go into completing a job.
It also provides reasons for these key points.

TWI Job Instruction Card

TWI Job Instruction card in a handy pocket printable.

TWI Job Methods Card

TWI Job Methods Card in a handy pocket printable.

TWI Job Relations Card

TWI Job Relations Card in a handy pocket printable.

Lean Solutions

James (Jim) Womack, PhD and Dan Jones

Lean Thinking, 2nd Edition

Project Management Templates

Master Schedule Template (from Perfecting Patient Journeys)

Master Schedule and Action Plan Template for One Goal (from Perfecting Patient Journeys)

Use this template in your project tracking center so you can track both goals and action items on the same form.

End of Project Review Template (from Perfecting Patient Journeys)

The following template will help you capture your end-of-project reflections and make decisions about what to do next.

Master Schedule Template (from Perfecting Patient Journeys)

This template will help you answer this question by letting you include the project goals with space to indicate whether each goal is on track as originally planned and whether the scheduled progress review has taken place.

Team Board Form (from Getting the Right Things Done)

A team board is a window on both routine and improvement work.
The board on this template addresses both daily production and strategic issues, and is organized according to SQDCM—safety, quality, delivery, cost, and morale.

Value Proposition Template (from Perfecting Patient Journeys)

Align the stakeholders around what will be included in addressing the problem,
Identify the stakeholders who will be added to the project team and actively engaged in creating the current- and future-state value-stream maps,
Identify additional stakeholders necessary to drive the implementation of the future state,
Serve as an agreement—a proof of consensus—on the specific problem to be solved, and with the problem statement serve as authorization for the entire project.

Action Planning Template (from Perfecting Patient Journeys)

Identify the specific changes that need to be made and translate those changes into clearly stated goals and actions (i.e., the means) to achieve those goals.
Identify the specific methods and action steps you think will help you achieve the goals. These action steps and targets constitute the action plan to achieve a specific goal.

Value-Stream Mapping Templates

Value-stream Mapping Icons for Excel

At the request of some of our readers we have posted the most commonly used mapping icons so that they can be downloaded for Excel spreadsheets.

Learning to See

Mike Rother and John Shook

VSM Getting Started Set

Lean Enterprise Institute , Mike Rother and John Shook

Mapping to See: Value-Stream Improvement Workshop

Beau Keyte , Jim Luckman , Kirk Paluska , Guy Parsons , John Shook , Tom Shuker and David Verble

Improvement Kata / Coaching Kata

Improvement Kata Learner's Storyboard

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The problem tree analysis template helps with:

How to use the problem tree analysis template

Assemble your stakeholders

Document the causes of the problem

Cluster the outputs together

Repeat the process for branching effects

Prioritize and establish next steps

Tips for running a problem tree analysis exercise:

How to create a Problem tree analysis template

Create better problem tree diagrams with the features you need

Sticky notes & text

Anonymous voting

Tags on sticky notes

Summon collaborators

Video meeting integrations

Problem tree analysis template frequently asked questions

Template by LUMA Institute

More LUMA System™ templates

What's on your radar?

Walk-a-mile immersion

Visualize the vote

How to make a problem tree: Practical example

What is the problem tree

Advantages of the problem tree

The problem tree in project planning

How to make a problem tree step by step

Example of a problem tree

9 thoughts on “How to make a problem tree: Practical example”

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Must-have Problem Tree Templates with Samples and Examples

Tejas Prasanna

Template 1: Issue Tree Minimize Overheads Plant Efficiency Low Motivation

Template 2: Tree Root Analysis Effect Cause Template

Template 3: Fault Tree Analysis Method Operational Quality Control

Identify and Resolve Issues with These Problem Tree Templates

FAQs on Problem Tree

How do you write a problem analysis?

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