solution tree problem solving

What is Solution Tree and How to Make one Online?

Brainstorming usually leads to a large number of ideas without any clear logic to whether the solution is valuable or not. In that situation, using opportunity solution tree is advisable. An opportunity solution tree is commonly known as visual representation of how to achieve your desired outcome on your plan. Solution tree is consists of four sections which include outcome, opportunities, solutions, and experiments. On that note, we will discuss further regarding the topic below.

3 Methods on Making Workflow Process Mapping

Create workflow process in miro.

First, we have, Miro. This is an online collaborative and whiteboard program that can be used anytime and anywhere. Moreover, it comes with ready-made templates wherein you can use in making mindmap, workflows, diagrams, even opportunity solution tree. With that, you can easily make opportunity templates to produce a lot of ideas. Besides, users can use the tool for free. Just need to sign up using their Google, Slack, Apple, Facebook, and Microsoft accounts.

Create Workflow Process in SmartDraw

Another solution is the SmartDraw. This is one the easiest tools to use in making opportunity solution tree template. Furthermore, users can make a template in most common browsers like Chrome, Safari, etc. Aside from that, it offers several shapes and other special shapes to represent different actions or process. Also, you can start from raw and customize using the shapes and other symbols on the tool.

Create Workflow Process in GitMind

Last but definitely not least is the GitMind. It is one of the best mind mapping tools which was designed to create solution tree and plan creative task. In addition to that, it comes with stylish templates for mind maps, charts, diagrams, and workflows that can be edited and design to your liking. What’s good about this tool is that it enables you to share and collaborate with your ideas easily by exporting them as PDF, TXT, SVG, and other useful formats. On the other hand, if you want to experience its advanced functions, you need to purchase a VIP account. To know more about how to create an opportunity solution tree template with the help of this tool. Just follow the detailed steps given below.

• On your favorite browser using your computer, visit the official page of the tool.
• From the main interface of the page, a “Get Started” button is shown. Click it then you will be directed to the editable templates.

• Choose the templates that you wish to use or start from raw by clicking the “New Flowchart” or “New Mindmap” button.

• After that, click the shape from the left side of the tool that you wish to add then resize it according to your liking. Repeat adding shapes as needed and input the content you wish to add.

• When you are done, export, save or share it.

What Situation Will the Opportunity Solution Tree Mapping be Used

Let’s proceed on what situation will be using the opportunity solution tree. The best way to use this tree is for product discovery and product delivery. There are a lot of questions that need test if you will be able to achieve your desired outcome. These includes: Do the customers want our solutions? Do the customers use our product? Can we met the stakeholders need? and so and so forth.

Example of Opportunity Solution Tree template

Now, here is an example of solution tree which was created using the GitMind tool. This might help you to make your own opportunity solution tree and able to achieve your desired outcome. See the template below.

To sum it up, this article mentioned effective and easy ways to make a opportunity solution tree. You can use all the given solutions by using your browser. However, since they are web-based, you need a stable connection to perform your tasks. In fact, if you are into practicality, you will notice that GitMind is the best solution you can have because of its advanced functions.

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A UX designer’s guide to opportunity solution trees

The modern product discovery process is a messy and complex endeavor.

There are various goals you might strive to achieve, numerous opportunities and insights to address, and endless possibilities to tackle these opportunities.

Organizing the discovery process might seem like an impossible task. However, an opportunity solutions tree might help you build much-needed structure in your process.

Let’s explore how.

The challenges of product discovery

Benefits of using the opportunity solution tree, building the opportunity solution tree, tips on using opportunity solution trees effectively.

The biggest challenge of the product discovery process is the underlying messiness. There are three main reasons why product discovery is such a chaotic process:

Insights abundance

Difficulty in distinguishing problems from solutions, challenging prioritization.

Most product teams suffer from having too many insights to process rather than too few of them.

Each test, user interview, customer support ticket, and even social media comment is an insight that can help you guide your discovery direction.

It’s often hard to distinguish truly impactful and relevant insights from the noise.

Separating problem and solution space is a problematic task. Users tend to unintentionally smuggle specific solutions they want to see while describing their day-to-day issues.

However, the goal of a UX designer is not to design solutions users ask for but to drive outcomes by solving users’ underlying problems.

With various opportunities you could pursue and numerous ways to address them, it’s difficult to properly prioritize what to focus on next.

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Using opportunity solution trees to facilitate the discovery process

An opportunity solution tree can help you address the challenges of the product discovery process by organizing the whole process on a single, well-defined canvas.

The idea is to define an outcome you want to achieve and then map all potential opportunities (user problems) you can pursue to reach the outcome. You then map solutions that can help you reach these opportunities and map assumptions behind these solutions.

By mapping all opportunities that can help you reach the outcome, identifying solutions to these opportunities, and identifying and mapping underlying assumptions, you get a clear picture of all the knowledge and ideas you have. You can then use this picture to guide better prioritization decisions.

There are a few reasons why this structure of product discovery works well. Opportunity solution trees:

Keep you focused on a particular outcome

Stress the difference between problem and solution space, encourage testing assumptions over whole solutions, reduce the risk of missing out on opportunities.

One outcome helps you focus discovery efforts on what’s relevant. Ultimately, anything that doesn’t contribute directly to the outcome you chase doesn’t find its place on the tree.

With abundant insights and potential solutions, staying laser-focused is critical to proper discovery.

It’s easy to accidentally mix up solving user problems with pursuing specific solutions.

A clear separation between opportunities and solutions forces you to clearly differentiate these two. As a result, it makes it easier to draw a clear line between the “problem understanding” and “solution ideas” phases of the design process and facilitates better conversations.

A proper MVP is a test that aims to validate a specific assumption.

Yet, we often forget that and jump straight into building a specific solution. It often increases the resources and time needed to develop an “MVP” and also makes it harder to isolate our learnings and identify what exactly works and what doesn’t.

A laid out list of assumptions shifts the conversation from “how do we test this solution?” to a more manageable “how can we test this assumption?”.

One of the common anti-patterns of product discovery is to overfocus on the first opportunity we spot without actually questioning if that’s the most meaningful problem to solve.

With the opportunity solution tree, you map out all relevant opportunities, regardless of whether you plan to pursue them today or not. This gives you a broader picture of the problem space and encourages you to think if the problem you are pursuing is indeed the most impactful one among all others.

The opportunity solution tree consists of four main parts that are:

• the outcome
• opportunities
• underlying assumptions

Let’s take a deep dive into them.

The outcome

The most important part of the opportunity solution tree is the outcome you’re trying to reach.

Without a clear outcome defined, it’s easy to pursue random opportunities that don’t drive the most desired results.

A good product outcome answers the question of what change in user behavior you want to see to drive business results.

What change in user behavior do you want to see to drive business results?

For example, “improving revenue” is not a product outcome. It’s a lagging business outcome that can be achieved by reaching different product outcomes, such as:

• Increasing subscription to paying customers by 20 percent
• Increasing total watch time by 30 percent for a VOD product (more watch time = higher engagement = higher retention and the chance to convert)

A good outcome is:

• achievable — it’s something that you can realistically affect
• measurable — it’s possible to track the progress
• specific — vague objectives lead to vague results

Opportunities

Opportunities are user problems you could solve to drive the product outcome.

The best way to identify potential opportunities is by talking to users and asking the right questions during your interviews. Identify user problems and map on your tree those that can help you achieve the desired outcome.

A few things worth noting:

An opportunity is a problem that can be approached from various angles.

If there’s only one option to solve a given problem, it’s not an opportunity. It’s a solution in disguise. Zoom out and figure out what other, broader problem it solves.

Some opportunities can have children opportunities.

Children opportunities are smaller opportunities that are part of a bigger opportunity. For example, one of the main pain points of Disney+ users might be that they don’t know if the show they want to watch is good. This problem might be a bit too broad, so it’s worth splitting it into smaller, more manageable problems, such as “I don’t know what type of a show it is.”

Opportunities should be specific enough to narrow down your focus.

In the case of an email product, “I’m getting too much spam” is a relevant but too vague problem. Spam means different things to different people. You can derive numerous more focused opportunities, such as:

• “I receive too many messages from strangers I didn’t meet.”
• “I receive too many newsletters I don’t remember signing up for.”
• “I receive ads from every store I ever purchased from.”

These are separate opportunities with separate sets of solutions.

Solutions are various possible ways to solve user problems. These usually come from informed ideation sessions done by a product team.

Say you believe that addressing the “I don’t like watching ads” problem has the highest chance of driving the desired outcome. Ideate various ways to improve user experience with ads. It can include:

• skipping ads
• serving more personalized ads
• making ads more contextual

These solutions are potential candidates for future development efforts for the team.

Underlying assumptions

Every potential solution is based on a set of underlying assumptions. The three most common types of assumptions are:

• Desirability : do users actually want the solution?
• Feasibility : is the solution possible to implement?
• Viability : does the solution work with the current business model?

By identifying these assumptions, you better understand how risky particular solutions are. Most importantly, you can design small experiments to test specific hypotheses before investing in the whole solution upfront.

An opportunity solution tree is just a tool; how valuable it will be depends on how well you’ll use it.

I have four main tips for you to get the most out of your opportunity mapping exercise.

Avoid narrow trees

If your tree is narrow and tall, you overfocus on a particular direction.

Although it might not necessarily be wrong, that’s not the purpose of opportunity mapping. You want to first identify and map various opportunities and then determine which ones you want to explore further. Otherwise, you might miss more impactful opportunities and solutions along the way.

Don’t overdo it

It might be tempting to build a robust and super-detailed solution tree. It’s a wasteful effort.

Even if you invest dozens of hours in mapping every detail of your problem and solution space, you won’t have to tackle it all. In the meantime, new insights will arrive, and priorities might change.

Instead, choose the one opportunity you want to explore and map potential solutions only for that one. Then, you can work on identifying assumptions for the most promising solutions.

While going deeper into two or three most promising opportunities is okay, don’t try to map every possible assumption for every solution to every opportunity.

Keep it simple and build your tree on the go.

Embrace the scrappy first draft

Framing proper opportunities that are mutually exclusive and collectively exhausting requires a lot of effort and thought. Identifying all hidden opportunities might be even more challenging.

But that’s okay.

Timebox your opportunity mapping exercises and try to be satisfied with a scrappy first draft. Then, as you keep gaining new insights, testing solutions, and iterating on your tree, you’ll be able to add details, reframe opportunities and create proper parent-child relationships.

Don’t try to create a perfect tree from the very beginning.

Treat it as a living artifact

The opportunity solution tree is not an artifact that you can do and reuse for months. Your knowledge, environment, and priorities change too fast.

Instead, use it as an ever-living tool. Review your tree and re-plan regularly based on the newest learnings.

Product discovery is often a chaotic and messy process.

One of the ways to make it more structured is to use an opportunity solution tree. It’s a map of your discovery direction that connects:

• The outcome you want to pursue
• User problems (opportunities) that you might solve to drive the outcome
• Potential solutions to these problems
• Assumptions behind the solutions

That visual map then helps you:

• Stay focused on the outcome
• Explore various paths to achieve the outcome
• Focus your experiments on individual assumptions rather than whole solutions

This living artifact, used regularly, will help you structure your product discovery and will be a powerful conversation starter as to what you should do next.

Try it out yourself. Gather a small group of key people and map out your first draft of your opportunity solution tree within about two hours or so. Even if you decide it’s not the right tool for you, the exercise will drive plenty of valuable conversations.

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Opportunity Solution Tree: Definition, Tips, And Overview

The Opportunity Solution Tree is one of the most effective tools product managers can keep in their arsenal. It has gained traction in recent years because of how it brought clarity and structure to the product discovery process . Ultimately, it has helped identify opportunities and craft viable and feasible solutions to solve problems and attain product outcomes.

In this article, we’ll look at one of the most popular product management frameworks today: the opportunity solution tree. We’ll discuss its definition, importance, history, and some useful benefits it offers for product teams to leverage. We’ll also teach you how to create an Opportunity Solution Tree. By the end of this article, we’ll give you some best practices and tips you can follow.

Table of Contents

What is an opportunity solution tree?

#1. desired outcome, #2. opportunities, #3. solutions, #4. experiments, step #1. identify your desired outcome, step #2. identify your opportunities, step #3. identify solutions that align with your opportunities, step #4. test your solutions to find ones that work best, create opportunity solution trees with this software, #1. it resolves the tension between business needs and customer needs., #2. it helps product teams build a shared understanding of how they can reach the desired outcome., #3. it helps product teams adopt a continuous mindset., #4. it unlocks better decision-making., #5. it enables faster learning cycles., #6. it helps build confidence in knowing what to do next., #7. it unlocks simpler stakeholder management., when to use an opportunity solution tree, who should own the opportunity solution tree, opportunity solution tree best practices, almost there. confirm your email to receive your copy., wrapping up, 13 gamification tools to boost engagement and product adoption, how gamified websites are engaging their audience, 19 awesome gamification ideas – ted talk edition.

An Opportunity Solution Tree (OST) is a visual framework that helps product managers determine the best route toward an outcome. It aids them in making informed decisions while serving as a practical guide throughout the discovery process. Ultimately, it’s a product management framework that helps them identify, evaluate, and prioritize opportunities that will lead to practical solutions.

“The Opportunity Solution Tree is an invaluable tool that empowers product managers to swiftly navigate complexities and execute intelligent decisions without unnecessary distractions.”

Here’s a typical example of the framework to give you a better idea:

The goal of this framework is simple: to tackle the common challenges that often arise during the product discovery process. You can do so by using this framework to outline opportunities and generating ideas on capitalising on them. Think of opportunity solution trees as a GPS to guide you through the complex product development process.

In 2016, a practical and highly effective map type was introduced to the product management scene. It assisted many product teams in streamlining their discovery process and maintaining a clear trajectory through their ongoing discovery journey. We now know this map as the Opportunity Solution Tree, conceptualised and popularised by the prominent discovery coach Teresa Torres . And to this day, it still makes the job of many product managers 10x easier.

Torres realised that better mental representations could make people respond more quickly and effectively. Simultaneously, she recognised the need for a structured approach that product teams can follow. One that can help identify opportunities, devise corresponding solutions, and subsequently validate those solutions. 

Because of this, she made the Opportunity Solution Tree specifically to make product discovery easier for product managers. Ultimately, Torres’ goal was to empower them to use visual representations to externalise their thinking and problem-solving process.

How does an opportunity solution tree work?

At this point, you’re excited to make an Opportunity Solution Tree for your team. We get it; it’s indeed a pretty helpful framework! However, to maximise the usefulness of this framework, you need to know how it works first.

Let’s discuss each part of the Opportunity Solution Tree below.

At the very top of the tree sits the Desired Outcome. This is the overarching goal or result you aim to achieve through your product or solution. This serves as your “north star”, a guiding light to help you steer your decision throughout the discovery process. Ideally, the outcome should be something that the product team can directly influence.

The next layer down the tree is the opportunities. These are potential avenues or areas where you can create value to reach your outcome. Each one you’ll encounter in the opportunity space represents a strategic direction you could take to address the challenge at hand. 

One effective way to come up with plausible opportunities is by asking yourself the following question:

“What problem does this product, feature, or initiative address for the customer?”

Resourceful product managers can uncover promising opportunities through research, observation, and even the collective wisdom of their team. Here are other avenues you can explore to identify ripe opportunities:

Afterwards, begin working with your cross-functional teams to list down ways you can attack the problems faced by the customers. Remember that each task is a potential path to achieving your outcome. As a product manager, you must ensure these prospective solutions are feasible, impactful, and aligned with the outcome.

8 useful tips to generate viable solutions

Here are some useful tips you should remember when generating a list of possible solutions:

• Identify solutions that directly address pain points or enhance your users’ experience.
• Encourage brainstorming sessions amongst your team members and other departments.
• Focus on solutions with the highest potential to come up with meaningful outcomes.
• Don’t settle for the first batch of solutions you generate. Iterate and refine ideas through feedback and testing.
• Strike a balance between offering valuable features and avoiding unnecessary complexity.
• Gather input from stakeholders to ensure solutions align with broader organisational goals.
• Use customer feedback, both positive and negative, to guide your solution-generation process.
• Consider how you can repurpose existing features or technologies to create new solutions.

Shipping solutions as-is is a big no-no. Doing so is expensive and harbours high risks that might damage the product development life cycle . To avoid this, you can evaluate the viability and effectiveness of these solutions through low-effort experiments. So many underlying assumptions exist for each solution, and you must test the waters before letting them sail. Doing so will let you separate the ideal solution from the faulty ones while reducing potential risks.

A little thought experiment before we proceed

Let’s consider the scenario below so you can better appreciate the importance of these components. Picture this: You’re a product manager tasked with improving a mobile app’s user engagement.

Your Desired Outcome is to increase user engagement by 20% within three months. This task can initially sound overwhelming, so you’ll have to widen your lens and identify possible opportunities to leverage.

Some ideas that may pop into mind include:

• Enhancing the app’s onboarding experience
• Gamify user interaction
• Personalise content recommendation

Each of these opportunities must have Solutions to support their viability and feasibility, such as:

• Streamline the onboarding flow
• Design personalised rewards
• Use AI-driven content recommendation

Then, you design Experiments to test these solutions:

• A/B testing the onboarding steps
• Challenge participation rate test
• Personalisation effectiveness study

Here’s what the Opportunity Solution Tree would look like for this scenario:

How to create an opportunity solution tree?

The whole point of the Opportunity Solution Tree is visualising product discovery and making it simple. But creating one can still be tricky. This is especially true for product managers who are new to this approach. So if you’re looking for a model you can adopt to simplify your product discovery journey, follow the steps below.

A desired outcome must be at the pinnacle of any Opportunity Solution Tree template. It could be any attainable objective, such as business goals, customer satisfaction metrics, revenue targets, etc.

Ideally, outcomes are created to encapsulate the shift in customer behaviour. Choosing a strategic approach like this ensures that the customer’s viewpoint remains paramount as you begin evaluating potential opportunities.

Here are some examples of well-defined outcomes:

• Streamlined user onboarding
• Enhanced user engagement
• Data-driven decisions making 

A good desired outcome is both appealing to your leadership and feasible for your product team to work around. Before concluding, do some back-and-forth between your team and the higher-ups.

Using OKRs to define the desired outcome

Using objectives and key results (OKRs) is an effective way to pinpoint your potential desired outcomes. OKRs can serve as a compass for establishing pivotal strategic goals while quantifying the progress toward their realisation.

It’s also highly likely that your product team may already have set up OKRs or similar goal structures. If that’s the case, these metrics can be a prime vantage point where you can start your efforts. But if not, it’s essential to ensure these metrics align with your organisation’s overarching goals and strategic vision.

PRO TIP: Choose an attainable desired outcome. If your objectives are intimidatingly huge, you can always break them into smaller, more manageable outcomes.

Once your desired outcome is clear, you can identify the opportunities that align with it. The best way to do so is by thinking of opportunities as customer problems. Be sure to explore your user’s pain points, needs, preferences, and desires. More importantly, identify whatever’s driving them to act against the favour of your outcome.

There are many ways to define the ideal opportunities you can leverage. Here are two of the best:

Interviews with users

First, you can have your product trio interview existing and potential users. This trio comprises the product manager, design lead, and tech lead (we’ll discuss this further later). Together, these people are best positioned to identify the opportunities that will impact the desired outcome most.

Collect user feedback through micro-surveys

You can also distribute micro-surveys (CSAT, NPS, CES, PMF) and collect valuable user feedback from them. Then, use analytics functionalities to identify the patterns in user behaviour. Customer feedback tools like Userpilot can help you collect feedback using micro surveys. 

After you’ve gathered enough opportunities, the next step is to validate and prioritise them. Doing so lets you pick out the ones that offer the most significant potential impact on your product outcome. You can use prioritisation frameworks like Opportunity Scoring and Cost of Delay to help you in this scenario.

Here are examples to give you a better idea of what opportunities should look like:

• Enhance user onboarding experience
• Reduce cart abandonment
• Personalise content recommendations
• Reduce churn rates
• Increase performance speed

With your opportunities lined up, it’s now time for you to find ways to solve them. In this step, you must open up the space and go wide with your solution discovery process. Often, the first solutions you’ll come up with could be better. However, great ideas tend to present themselves as you force yourself and your product team to generate ten ideas or more.

Generating solutions in the most interactive way

Additionally, don’t hesitate to let the most important people get involved with the process. We’re talking about the stakeholders, other teams, and your users. You’d be surprised to know that great ideas can come from anywhere. So, don’t hesitate to call for brainstorming sessions to generate plausible solutions.

Lastly, you’d need to evaluate and prioritise your gathered solutions. You should invite everyone for a round of Priority Poker so everyone can contribute their views without superimposing on others.

Here are the corresponding solutions to the opportunities presented earlier:

• Interactive onboarding tutorials
• Simplified checkout process with one-click purchases
• Content recommendation engine based on user preferences
• Gamification
• Content-caching and content delivery network (CDN) implementation

Now comes the strategic step of making the Opportunity Solution Tree. Once you’ve evaluated and prioritised your solutions, your next step should be designing experiments to test the most promising solutions. By testing the assumptions behind the solutions, you can determine whether it can help achieve your desired outcome.

Here are some proven and tested strategies you can employ to test your solutions:

• Rapid prototyping
• A/B testing 
• User interviews
• User surveys
• Usability testing
• Beta testing
• Competitor analysis
• Metrics monitoring
• Pilot programs
• Feedback loops

Opportunity Solution Trees may sound like a simple framework, but they’re not easy to make. But here’s the good news: you don’t have to make them from scratch. You can always use a pre-made opportunity solution tree template available online. You can also use the software below to get started with your first maps for your team.

Miro is a versatile online collaborative platform that enables teams to create Opportunity Solution Trees using customisable templates. Its real-time collaboration features make it one of the go-to software for product managers and their cross-functional teams.

Source: Miro

#2. Lucidspark

Lucidspark offers an intuitive environment where you can easily create Opportunity Solution Trees. It offers critical features that can simplify the process, such as intelligent diagramming, breakout boards, and more.

Source: Lucidspark

#3. Whimsical

Whimsical software combines diagramming, collaboration, and whiteboarding, which are important when making an Opportunity Solution Tree. It offers a minimalist approach that doesn’t compromise on functionality.

Source: Whimsical

#4. MindMeister

MindMeister is a mind-mapping tool that can help you visually map out the Opportunity Solution Tree. It promotes collaboration within product teams with easy sharing options and seamless integrations.

Xmind is a popular mind mapping and brainstorming tool that offers a flexible canvas for creating Opportunity Solution Trees. It has various diagramming styles and export options, making it a reliable choice for product managers who need clarity.

Why use an opportunity solution tree?

The Opportunity Solution Tree is a product management framework that can significantly enhance your problem-solving approach and decision-making. Many product managers can attest to the usefulness of this framework. More importantly, it’s responsible for some of the successful products people know and love today.

Here are some of the benefits of using the Opportunity Solution Tree, according to Teresa Torres. We’ll discuss each of these benefits further later on.

Finding the delicate balance between business priorities and the customer’s genuine needs is a constant challenge for product managers. This framework can act as a bridge, helping product managers like yours to identify potential solutions that align with both sides. With it, you can visually pinpoint areas where opportunities and solutions intersect, therefore minimising conflicts and maximising value.

Collaboration with product teams is critical, but keeping everyone on the same page is challenging. Fortunately, the Opportunity Solution Tree template can become the focal point of discussion for everyone involved. It encourages your team to collectively explore opportunities, analyse solutions, and come to a shared understanding of the path forward. Such alignment promotes better teamwork and fewer misunderstandings, which enhances overall productivity.

Embracing a continuous mindset is important to survive the ever-evolving product landscape. Thankfully, the Opportunity Solution Tree encourages iterative thinking. It prompts you to revisit and update the tree regularly with new insights to improve your solutions accordingly. With this iterative process, you can ensure your strategies remain agile to respond swiftly to changing market conditions and opportunities.

Product managers know how crucial it is to make the right decisions. They’ll need a structured framework like the Opportunity Solution Tree to ensure they’re making the right choices. It offers a methodical approach that can empower them to make informed decisions backed by solid data.

Effective product managers learn from both success and failure. With the Opportunity Solution Tree, you can accelerate your learning cycles through experimentation. This rapid feedback loop can refine your approach and help you adapt efficiently to market dynamics.

Product management is uncertain, but the key is to use frameworks like this as your guide. It provides a clear roadmap of potential solutions so you can feel more confident about your steps.

Managing various stakeholders with diverse interests is a challenging feat. But with the help of Opportunity Solution Trees, you can easily streamline this process. Your strategy’s visual representation can be a powerful tool to help you communicate your decision-making rationale to stakeholders.

Torres made this phenomenal framework to help product managers and their teams visualise their thinking. It makes the product discovery process more straightforward by organising potential areas of opportunity where the company can invest.

So when is the best time to use an Opportunity Solution Tree?

Since it’s a versatile tool, you can use it as an input for any roadmapping exercise.  Its flexibility and visual nature make it particularly useful for situations such as:

• Idea generation
• Problem validation
• Decision-making
• Iterative planning
• Communication and alignment with cross-functional teams and stakeholders
• Product road mapping 
• Continuous improvement

Torres considers the product trio as the owners of the Opportunity Solution Tree. Her rationale behind this thinking is simple: everyone is responsible for all the risks of building a product.

The product manager may be in charge of managing the product from idea to launch. However, the Tech Lead handles the technical aspects of the product and leads the engineering team. Don’t forget the Design Lead that shapes the product’s user experience and interface.

If each of them owns the tree, their interests will inevitably clash. If this scenario happens, collaboration becomes impossible, and nobody wins, not even the product itself.

Are you impressed with the Opportunity Solution Tree and planning to integrate it with your workflow? If you are, we’d like to leave you with some of these best practices so you can fully maximise this revolutionary framework.

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The Opportunity Solution Tree framework has been instrumental to the success of many product teams today. With this framework, product managers and their teams can adopt a new and practical approach to product discovery. It also offers many benefits that help them cut focus on opportunities and potential solutions that can impact their desired outcome the greatest. Ultimately, it changed how teams work by offering them a visualised path to achieve their desired objectives.

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Teresa Torres, a coach specializing in product discovery, introduced the Opportunity Solution Tree (OST) in 2016. This innovative map serves as a tool to assist product teams in simplifying the product discovery process and maintaining a record of their ongoing exploration efforts.

Exploring the concept of opportunity solution trees

Torres describes OSTs as “a simple way of visually representing how you plan to reach the desired outcome. It also helps make implicit assumptions explicit. Opportunity solution trees help you to navigate opinion battles, frame your decisions as ‘compare and contrast’ rather than ‘whether or not,’ align around a shared understanding, and communicate how you’ll reach the desired outcome.”

Key advantages of implementing opportunity solution trees in your strategy

An opportunity solution tree is ideal to help you with the following:

• being organized throughout the ideation process,
• integrate external inputs into the product discovery process, allowing you to stay in line with the most valuable metrics, and
• develop the notion of experimentation into the upcoming products, and help keep track of them.

Moreover, in this regard, Agile product development is particularly very handy when creating the opportunity solution tree as it provides adaptive and iterative approaches to make adjustments based on feedback.

Identifying the right team for developing an opportunity solution tree

Essentially, the ‘product trio’ is responsible for creating the opportunity solution tree: the product manager, the designer, and the software engineer.

The purpose of opportunity solution trees is to assist the product trio in navigating the most optimal route to finding their desired solutions.

Opportunity solution trees are designed to help a product trio chart the best path to their desired outcome. It’s designed to be a team activity.

However, an opportunity tree can be simply created by anyone. If you wish to try how the OST works, the best way is to get started on your own, and then share the findings with your team members once you have some proficiency.

But anyone can create an opportunity solution tree. So if you are looking to get some practice, go ahead and get started on your own. As you get comfortable with the tool, be sure to share it with your team.

Essential foundations for effectively utilizing opportunity solution trees

When you are creating an opportunity tree, make sure to include the following must-haves:

• a theoretical concept of the target customer
• the unique value proposition that your product should provide to the target customer
• a well-defined outcome

Once you have the prerequisites, it is also important to conduct several story-based customer interviews, or user interviews before you begin crafting your opportunity solution tree.

Step-by-step guide to crafting an opportunity solution tree

Essentially, there are four main steps to creating your first opportunity solution tree.

Recognize the preferred outcome for your team. Try to define your target outcome to a single metric that you wish to work on. It could be customer retention, higher revenue, or overall customer satisfaction.

After recognizing your target outcome, the next step is to identify any potential opportunities that may originate from generative user interviews. Be mindful and focused: you need to explore and find out the pain points and needs of your target audience. These, in turn, can be translated to opportunities for you!

Remember, the solutions to those pain points can be found everywhere. However, you need to ensure that the solution you come up with is directly linked to the opportunity you found in the previous step. If you can’t make that happen, the solution may merely be a distraction.

It is time to experiment, test, evaluate, and refine your solutions. The ultimate purpose is to try out one solution with a variety of experiments.

Deciphering the top-level outcomes in opportunity solution trees

The topmost result on the opportunity solution tree establishes the framework for exploration, guiding teams in recognizing relevant opportunities and maintaining concentration on appropriate solution avenues.

The outcomes from the opportunity solution trees can be classified into three types.

Business Outcomes

These are used to gauge business health and can be represented using financial metrics. Some examples of business outcomes include: increasing the revenue by 10% or growing the market share by 15%.

Product Outcomes

These are used to measure how a customer behaves, perceives, or thinks about a particular product.

Traction Metrics

These outcomes are used to measure the adoption of one feature.

When is the right time to use an opportunity solution tree?

You can use opportunity solution trees as useful input when you are planning to conduct a road-mapping activity. If you are keen to create roadmaps monthly, biannually or annually, it is just the right time for you to create the OST. You cannot simply create those apt roadmaps if you do not have an understanding of the consumers’ pain points.

Another time when you can use an opportunity solution tree is when you are crafting product proposals and when they have to be presented to the senior leadership. When the executive leadership of the company understands the key metrics, it becomes easier to iterate through potential solutions. An opportunity solution tree also provides a collaborative platform to explore a variety of options available, thereby increasing value with minimal effort.

Going further, It is also suitable to integrate the concept of ‘ minimum viable product’ into the opportunity solution tree. It emphasizes the rapid development and testing of essential features and promotes early user's product feedback and efficient iteration.

Most product teams also try to use opportunity solution trees when attending product strategy off-site. For upcoming strategy off-sites, it's advisable to suggest to organizers that they initiate the session with a recap of any ongoing Opportunity Solution Trees (OSTs) that teams are currently engaged in.

As a result, all participants gain a collective understanding of the upcoming opportunities and are informed about the advancements made in addressing these opportunities.

Key Components of an Opportunity Solution Tree

The four key components of an opportunity solution tree are described below:

When creating an OST, the metrics must be closely aligned with the key performance indicators (KPIs). These KPIs can come from the objectives and key results framework that your team has developed, ensuring that the progress contributes closely to the success of the business.

In short, the metric provides a lens through which a team can conduct its product discovery.

Opportunities

Sometimes, only knowing what targets we are trying to chase is not enough. We don’t fully understand the pain points of our customers. Most of the time, waterfall-oriented teams propose ideas and strategies that are completely unaware of consumer input or their pain points.

When creating the OST, opportunities are supposed to provide unique value to consumers. Opportunities allow the business to preserve that unique value in the form of business drivers such as referrals, usage, or revenue data .

Furthermore, the Jobs to be Done framework is important for an opportunity solution tree because it shifts focus from product features to address specific customer needs. The JTBD framework, thus, aids the identification of opportunities by understanding the core jobs.

Solution Ideas

After choosing one opportunity, you have to team up with the design and engineering departments to come up with some solutions to solve their problems.

• Solution ideas should be diverse, and as many as possible.
• Do not limit yourself based on the fear of bad ideas, because these open prospects of some great ideas.
• As you reach the experimentation stage, you will be able to converge on what to work on.

Tests & experiments

Solution ideas should not be completely shipped, especially when you are aiming to have a great ROI. This is because full shipping may pose higher risks and costs. Each solution comes with several underlying assumptions, and each one of those should be tested with low-effort, low-cost, and effectively planned experiments.

Testing and experimenting help improve the ROI by mitigating risks and opening new learning opportunities.

Frequently Asked Questions (FAQs)

What is the opportunity solution tree.

The Opportunity Solution Tree is a visual tool used in product development. It helps teams explore and prioritize opportunities by mapping potential solutions to identified problems. By branching out from the problem statement to possible solutions, it guides decision-making and facilitates a focused approach to innovation and problem-solving.

What is the Opportunity Solution Tree as defined by Teresa Torres?

Torres describes OSTs as “a simple way of visually representing how you plan to reach the desired outcome. It also helps make implicit assumptions explicit.

What is the opportunity tree process?

The opportunity tree process involves identifying and analyzing opportunities, branching out to potential solutions, and systematically evaluating and prioritizing them. This visual tool aids in focused decision-making and innovation by mapping solutions to identified problems.

How do you draw an opportunity solution tree?

To draw an Opportunity Solution Tree, start with a clear problem statement at the root. Branch out with potential solutions as limbs. Each branch represents a solution, with sub-branches for variations or details. Prioritize based on impact and feasibility. Iterate and refine as you gather insights.

Concluding remarks!

Your product development journey can be very interesting and prudent with Harvestr, an all-in-one product management platform . For those who are interested in learning beyond Opportunity Solution Tree, harvestr is replete with such learning resources that will help you lift your product management game.

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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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The Power of Opportunity Solution Trees: 7 Key Benefits Revealed

November 22, 2023 by Teresa Torres

Opportunity solution trees are a simple way of visually representing the paths you might take to reach a desired outcome .

The root of the tree is your desired outcome—the business need that reflects how your team can create business value.

Next is the opportunity space . These are the customer needs, pain points, and desires that, if addressed, will drive your desired outcome.

Below the opportunity space is the solution space. This is where we’ll visually depict the solutions we are exploring.

Below the solution space are assumption tests . This is how we’ll evaluate which solutions will help us best create customer value in a way that drives business value.

Opportunity solution trees have a number of benefits. They help product trios :

• Resolve the tension between business needs and customer needs
• Build and maintain a shared understanding of how they might reach their desired outcome
• Adopt a continuous mindset
• Unlock better decision-making
• Unlock faster learning cycles
• Build confidence in knowing what to do next
• Unlock simpler stakeholder management

Let’s look at each benefit in more detail.

Opportunity Solution Trees Resolve the Tension Between Business Needs and Customer Needs

Opportunity solution trees help you resolve the tension between business needs and customer needs.

Opportunity solution trees help you resolve the tension between business needs and customer needs. – Tweet This

You start by prioritizing your business need—creating value for your business is what ensures that your team can serve your customer over time. We represent the business need with the outcome at the top of the tree.

Next, the team should explore the customer needs, pain points, and desires that, if addressed, could drive that outcome. The key here is that the team is filtering the opportunity space by considering only the opportunities that have the potential to drive the business need. By mapping the opportunity space, the team is adopting a customer-centric framing for how they might reach their outcome.

The outcome and the opportunity space constrain the types of solutions the product trio might consider.

By mapping these constraints visually on an opportunity solution tree, teams can ensure that their solutions address both a customer need (creating value for the customer) and the business need (creating value for the business).

Opportunity Solution Trees Help Build and Maintain a Shared Understanding Across Your Trio

For most of us, when we encounter a problem, we simply want to solve it. This desire comes from a place of good intent. We like to help people. However, this instinct often gets us into trouble. We don’t always remember to question the framing of the problem. We tend to fall in love with our first solution. We forget to ask, “How else might we solve this problem?”

These problems get compounded when working in teams. When we hear a problem, we each individually jump to a fast solution. When we disagree, we engage in fruitless opinion battles . These opinion battles encourage us to fall back on our organizational roles and claim decision authority (e.g., the product manager has the final say), instead of collaborating as a cross-functional team.

When a team takes the time to visualize their options, they build a shared understanding of how they might reach their desired outcome . If they maintain this visual as they learn week over week, they maintain that shared understanding, allowing them to collaborate over time. We know this collaboration is critical to product success.

When a team takes the time to visualize their options, they build a shared understanding of how they might reach their desired outcome. If they maintain this visual as they learn, they maintain that shared understanding. – Tweet This

Opportunity Solution Trees Help Product Trios Adopt a Continuous Mindset

Shifting from a project mindset to a continuous mindset is hard. We tend to take our six-month-long waterfall project, carve it up into a series of two-week sprints, and call it “Agile.” But this isn’t Agile. Nor is it continuous.

A continuous mindset requires that we deliver value every sprint. We create customer value by addressing unmet needs, resolving pain points, and satisfying desires.

The opportunity solution tree helps teams take large, project-sized opportunities and break them down into a series of smaller opportunities. As you work your way vertically down the tree, opportunities get smaller and smaller. Teams can then focus on solving one opportunity at a time. With time, as they address a series of smaller opportunities, these solutions start to address the bigger opportunity. The team learns to solve project-sized opportunities by solving smaller opportunities continuously.

Opportunity solution trees help teams take large, project-sized opportunities and break them down into a series of smaller opportunities. Teams solve project-sized opportunities by solving smaller opportunities continuously. – Tweet This

Opportunity Solution Trees Unlock Better Decision-Making

As product trios explore the best path to their desired outcome , they need to make key decisions along the way. It’s easy to get lost. When you bounce from tactic to tactic, it’s easy to forget what you’ve learned and what decisions you need to make next.

Chip and Dan Heath, in their book Decisive , outline four villains of decision-making that lead to poor decisions.

• Looking too narrowly at the problem: This is exactly why we want to explore multiple ways of framing the opportunity space .
• Looking for evidence that confirms our beliefs: This is commonly known as confirmation bias .
• Letting our short-term emotions affect our decisions: In the product world, this often shows up when we fall in love with our ideas.
• Overconfidence: We are often sure our ideas will be runaway successes.

In Decisive , the Heath brothers outline many tactics for overcoming the four villains of decision-making. But the one tactic that I recommend the most is to avoid “ whether or not ” decisions.

A “whether or not” decision is when we frame a problem as “Should we do this or not?” Product trios get caught up in “whether or not” decisions when we react to one customer need or pain point at a time, asking, “Should we stop everything and fix this problem?”

We also encounter “whether or not” decisions when a stakeholder asks us to implement their pet feature and we ask, “Should we stop everything and build this feature?” This is perhaps the most common mistake product trios make.

Instead of asking, “Should we solve this customer need?” we’ll ask, “Which of these customer needs is most important for us to address right now?” We’ll compare and contrast our options.

Instead of falling in love with our first idea, we’ll ask, “What else could we build?” or “How else might we address this opportunity?”

Visualizing your options on an opportunity solution tree will help you catch when you are asking a “whether or not” question and will encourage you, instead, to shift to a “compare-and-contrast” question.

Visualizing your options on an opportunity solution tree will help you catch when you are asking a ‘whether or not’ question and will encourage you, instead, to shift to a ‘compare-and-contrast’ question. – Tweet This

Even with this decision-making framework in hand, you’ll still need to guard against overconfidence (the fourth villain of decision-making). It’s easy to think that, when you’ve done discovery well, you can’t fail, but that’s simply not true.

Good discovery doesn’t prevent us from failing; it simply reduces the chance of failures. Failures will still happen. However, we can’t be afraid of failure. Product trios need to move forward and act on what they know today, while also being prepared to be wrong.

And finally, we can’t talk about decision-making without tackling the dreaded problem of analysis paralysis. Many of the decisions we make in discovery feel like big strategic decisions. That’s because they often are. Deciding what to build has a big impact on our company strategy, on our success as a product team, and on our customers’ lives.

However, most of the decisions that we make in discovery are reversible decisions. If we do the necessary work to test our decisions, we can quickly correct course when we find that we made the wrong decision. This gives us the luxury of moving quickly, rather than falling prey to analysis paralysis.

Most of the decisions that we make in discovery are reversible decisions. If we do the necessary work to test our decisions, we can quickly correct course when we find that we made the wrong decision. – Tweet This

Visualizing each decision point and the options that you considered on the opportunity solution tree will help you revisit past decisions when needed and will give you the context you need to course-correct.

Opportunity Solution Trees Unlock Faster Learning Cycles

Many organizations try to define clear boundaries between the roles in a product trio . As a result, some have come to believe that product managers own defining the problem and that designers and software engineers own defining the solution . This sounds nice in theory, but it quickly falls apart in practice.

Nigel Cross, Emeritus Professor of Design Studies at the Open University in the United Kingdom, compared the knowledge, skills, and abilities of expert designers to novice designers (across a variety of disciplines) and found that the best designers evolve the problem space and the solution space together. As they explore potential solutions, they learn more about the problem, and, as they learn more about the problem, new solutions become possible. These two activities are intrinsically intertwined. The problem space and the solution space evolve together. ( You can find Cross’s research here. )

When we learn through testing that an idea won’t work, it’s not enough to move on to the next idea. We need to take time to reflect. We want to ask: “Based on my current understanding of my customer, I thought this solution would work. It didn’t. What did I misunderstand about my customer?” We then need to revise our understanding of the opportunity space before moving on to new solutions. When we do this, our next set of solutions get better. When we skip this step, we are simply guessing again, hoping that we’ll strike gold.

When we learn through testing that an idea won’t work, it’s not enough to move on to the next idea. We need to take time to reflect. We need to ask, ‘What did I misunderstand about my customer?’ – Tweet This

The last thing we want to do is use our organizational roles as an excuse to artificially sever the ties between the problem space and the solution space. The product trio should be responsible for both.

By visually mapping out the opportunity space on an opportunity solution tree , a product trio is making their understanding of their customer explicit. When a solution fails, they can revisit this mapping to quickly revise that understanding.

Opportunity Solution Trees Build Confidence in Knowing What to Do Next

As a product trio gains experience with opportunity solution trees , the shape of their tree will help guide their discovery work. The depth and breadth of the opportunity space reflects the team’s current understanding of their target customer.

The shape of your opportunity solution tree can guide your discovery work. The depth and breadth of the opportunity space reflects your current understanding of the target customer. – Tweet This

If our opportunity space is too shallow, it can guide us to do more customer interviews . A sprawling opportunity space, on the other hand, reminds us to narrow our focus.

If we aren’t considering enough solutions for our target opportunity, we can hold an ideation session. If we don’t have enough assumption tests in flight, we can ramp up our testing.

While many teams work top-down, starting by defining a clear desired outcome , then mapping out the opportunity space, then considering solutions, and finally running assumption tests to evaluate those solutions, the best teams also work bottom-up.

They use their assumption tests to help them evaluate their solutions and evolve the opportunity space. As they learn more about the opportunity space, their understanding of how they might reach their outcome (and how to best measure that outcome) will evolve. These teams work continuously, evolving the entire tree at once.

They interview week over week, continuing to explore the opportunity space, even after they’ve selected a target opportunity. They consider multiple solutions for their target opportunity, setting up good “compare and contrast” decisions . They run assumption tests across their solution set, in parallel, so that they don’t overcommit to less-than-optimal solutions. All along, they visualize their work on their opportunity solution tree, so that they can best assess what to do next.

Opportunity Solution Trees Unlock Simpler Stakeholder Management

Organizational change happens unevenly. Even when a company tasks a team with a clear desired outcome , it can be hard for leaders to let go of dictating outputs. This is especially true during times of stress, when we tend to fall back on old habits.

As a result, it’s not enough for a product trio to make evidence-based decisions about what to build, they also need to justify those decisions to key stakeholders along the way.

Unfortunately, many teams struggle to get this right. When it comes to sharing your work with stakeholders, product trios tend to make two common mistakes.

First, they share too much information—entire interview recordings or pages and pages of notes without any synthesis—expecting stakeholders to do the discovery work with them.

Or second, they share too little of what they are learning, only highlighting their conclusions, often cherry-picking the research that best supports those conclusions.

In the first instance, we are asking our stakeholders to do too much, and, in the second, we aren’t asking enough of them.

The key to bringing stakeholders along is to show your work . You want to summarize what you are learning in a way that is easy to understand, that highlights your key decision points and the options that you considered, and creates space for them to give constructive feedback. A well-constructed opportunity solution tree does exactly this.

The key to bringing stakeholders along is to summarize what you are learning in a way that is easy to understand, that highlights your key decision points, and creates space for them to give constructive feedback. – Tweet This

When sharing your discovery work with stakeholders, you can use your tree to first remind them of your desired outcome.

Next, you can share what you’ve learned about your customer, by walking them through the opportunity space . The tree structure makes it easy to communicate the big picture while also diving into the details when needed.

Your tree should visually show what solutions you are considering and what tests you are running to evaluate those solutions.

Instead of communicating your conclusions (e.g., “We should build these solutions”), you are showing the thinking and learning that got you there. This allows your stakeholders to truly evaluate your work and to weigh in with information you may not have.

We have several courses designed to help you build your first opportunity solution tree. Check out our course lineup to get started. 

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Popular Resources

• Product Discovery Basics: Everything You Need to Know
• Visualize Your Thinking with Opportunity Solution Trees
• Customer Interviews: How to Recruit, What to Ask, and How to Synthesize What You Learn
• Assumption Testing: Everything You Need to Know to Get Started

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Issue trees

Issue trees are basically maps of problems. They give you a clear and systematic way of looking at the problem you need to solve. They help you break down a big problem into smaller, more manageable ones, and prioritize certain parts of the problem. In other words, they're useful for the "divide and conquer" strategy.

Issue trees are also great for communicating about a problem with others since they provide a map of the problem.

There are two basic kinds of issue trees:

• Problem trees – created by answering "Why?"
• Solution trees – created by answering "How?"

How to create an issue tree

Problem tree.

A good issue tree must cover the whole problem. It has to be rigorous. Here are some basic principles for creating an issue tree.

• Start breaking down the problem into separate categories/branches.
• Mutually exclusive means there is no overlap between different parts of the tree. Collectively exhaustive means they cover the whole problem.
• Do not go into the small details (specific hypotheses): focus on capturing the broad categories that make up the problem.
• This is best to base on data, rather than your own hypotheses. 

Solution tree

When you have singled out some specific parts of the problem that you want to focus on, you can follow up with creating a solution tree.

• Take the problem part you want to focus on and ask "How might we improve/fix this?"
• Map out potential categories of the solution
• Generate ideas within each category

The advantage of this structured way of thinking is that working with constraints will actually help you generate more ideas.

Let's see an example of creating an issue tree. Suppose you're working on a product and you're seeing customers not adopting one of your key features. That will be the tree starting point.

We'll break it down to smaller branches that cover possible causes:

• Customers don't know about the feature.
• Customers know about it, but still don't use it.

For a first level of the tree, it's incredibly basic, but it's actually MECE – it's mutually exclusive yet covers the whole problem.

Branching out further, we can eventually get this tree:

• The feature is not discoverable in the product
• Customer's don't learn about the feature outside of the product
• They don't believe the feature can help them
• The feature is not usable
• The feature is not working properly
• The feature doesn't support customer needs

We could investigate even further, but already we can see which part of the problem to start with. In this case, focusing on the knowledge about the feature should be a high priority – there might be nothing wrong with the feature, customers just don't know about it.

This is a nice example of how a very simple issue tree can help you break down a problem and give you a starting point for solving it.

Issue trees are a great tool for approaching problems systematically by breaking them down. You can create problem issue trees (by asking "why?") or solution issue trees (by asking "how?") depending on where you are in the process of problem-solving.

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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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Issue Tree Analysis: Breaking Down Complexities for Simplified Solutions

In an increasingly complex world, businesses and institutions are constantly challenged by complicated problems that require clear and effective solutions. Issue Tree Analysis is a potent visual tool that aids in the dissection of complex issues into manageable parts, promoting a deeper understanding and facilitating effective decision-making. This analytical method is closely aligned with problem solving training and is often integrated into various online certificate programs to impart analytic proficiency. The importance and application of Issue Tree Analysis are vast, extending from corporate strategy sessions to public policy planning, underscoring its versatility as a skeleton key well suited for unlocking intricate dilemmas.

Definition of Issue Tree Analysis

Issue Tree Analysis , also known as Logic Tree or How-Why Analysis, is a hierarchical method for mapping out the elements of a problem and its potential solutions. At its core, it breaks down the main issue into constituent parts, tracing the root causes and outlining pathways to potential remedies. This technique enables users to visualize the relationships between different aspects of a problem systematically.

Importance and Application of Issue Tree Analysis

The value of Issue Tree Analysis cannot be overstated. It sharpens the focus on vital components, prevents oversight of crucial factors, and facilitates a step-by-step approach to address complex situations. From management consultants to policy analysts, this tool has found utility across fields, enabling a structured analysis that enhances critical thinking and enables strategic planning.

Understanding Issue Tree Analysis

To utilize Issue Tree Analysis effectively, one must comprehend its construct and functions. This framework is pivotal for a wide range of applications, from simplifying convoluted scenarios to guiding informed decision-making processes. Its adaptability makes it invaluable for both professionals and those partaking in problem solving training .

Components of an Issue Tree

The First Step in Critical Thinking & Problem Solving

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Plato's Problem Solving: Doing the Right Thing

At the pinnacle of an Issue Tree , there lies the problem statement or key question - a clear articulation of what needs to be addressed. This focal point serves as the guidepost from which all branches extend.

The next tier down consists of causes - significant contributing factors to the central problem. These are the main branches diverging from the trunk, each leading to a different dimension of the issue.

The Sub-Causes

Sub-causes, making up the finer branches, are the more specific elements that feed into the primary causes above. These components allow for granular examination and facilitate an encompassing understanding of the factors at play.

Functions of Issue Tree Analysis

Problem-solving process.

In the problem-solving process, Issue Tree Analysis offers a visual map that aids in systematically identifying and breaking down obstacles. It empowers the solver to delineate the issue and approach the solution methodically.

Decision-making process

In decision-making, the structure of an Issue Tree illuminates various pathways, predicting outcomes and guiding the decision-maker towards the most effective solution through a process of elimination and selection.

Types of Issue Tree Analysis

Issue Tree Analysis can be adapted into three primary forms, each addressing different requirements of investigation and solution framing. If one is pursuing online certificate programs that teach structured thinking, familiarity with these types is fundamental.

Diagnostic Issue Trees

Diagnostic Issue Trees are used to dissect the underlying causes of a problem. They start with an effect and work their way backward to identify all possible causes, akin to a medical diagnosis for the health of an organization or project.

Solution Issue Trees

Solution Issue Trees, conversely, look forward from the issue at hand to map out possible actions and pathways to resolve the identified problem. It is solution-centric and leads to actionable strategies.

Hypothesis-driven Issue Trees

Hypothesis-driven Issue Trees begin with a presumed solution and work to validate its viability through a series of logical deductions. This type is frequently used in time-sensitive situations or when dealing with problems underpinned by numerous assumptions.

Steps in Conducting an Issue Tree Analysis

The process for conducting an Issue Tree Analysis may seem intricate at first. However, by systematically working through each step, one can appreciate its intuitive design and effectiveness in tackling complex situations. This methodology is integral to the frameworks taught in problem solving training modules.

Identifying the Problem or Decision

The initial stage entails a clear identification and articulation of the principal problem or decision to be made. This clarity sets the tone for the rest of the analysis.

Constructing the branches: The Causes

Once the issue is identified, the next stage involves branching out the primary causes. This involves brainstorming and cataloging all relevant factors that impact the central issue.

Breaking down each branch: The Sub-Causes

Each cause is then broken down into its sub-causes, allowing for an in-depth exploration of each contributing element and its respective implications.

Evaluating the tree: Decision-Making and/or Problem Solving

With the tree fully constructed, it can be evaluated to identify the most pertinent issues that require attention for effective decision-making and/or problem solving .

Example of a step-by-step application of Issue Tree Analysis

For instance, a business grappling with declining profits may construct an Issue Tree to pinpoint precise areas of concern - from market trends and customer behavior to operational efficiencies - thus enabling targeted interventions.

Advantages of Issue Tree Analysis

The benefits of employing Issue Tree Analysis are manifold, providing users with tools to cut through the complexity of their challenges. This systematization of thought aids in revealing the structure beneath seemingly chaotic problems.

Clarity and Organization

Issue Tree Analysis imposes order on chaos, offering a clear roadmap from problem statement to potential solutions. This clarity is invaluable in directing collective efforts and communicating issues within a team or organization.

Systematic and Logical Thinking

The method encourages systematic and logical thinking, reducing cognitive load by categorizing information into a coherent structure. This hierarchical organization also supports memory retention and retrieval, an essential aspect of any problem solving training .

Efficient Problem-Solving

By breaking down issues into component parts, Issue Tree Analysis allows for more efficient problem solving . It accelerates the identification of actionable items and minimizes the tendency to tackle problems in an ad-hoc or piecemeal fashion.

Informed Decision Making

Better-quality data and insights gleaned from the analysis empower users to make informed decisions. As part of online certificate programs , learning to utilize this tool can greatly enhance one's leadership and strategic thinking capabilities.

Limitations of Issue Tree Analysis

Despite the many advantages of Issue Tree Analysis , it is not without its limitations. Recognizing these constraints is essential for its effective application and in anticipating potential pitfalls.

Dependency on valid and complete information

The effectiveness of Issue Tree Analysis can be significantly hindered by the availability and accuracy of information. False premises can lead to faulty branches and incorrect conclusions.

Possible oversight of interconnections between issues

The linear nature of Issue Trees can sometimes overlook the complex, web-like interactions between different parts of the problem, potentially leading to an incomplete assessment.

Lack of flexibility for complex and dynamic problems

In cases where problems are excessively dynamic and fluid, the static structure of Issue Tree Analysis might be insufficient to adapt to rapidly changing circumstances.

In essence, Issue Tree Analysis stands out as a robust strategic tool for decomposing and addressing multifaceted issues. Its applications are wide-ranging, from corporate strategy development to the improvement of public policies. Despite its limits, the systematic nature of the Issue Tree encourages thoughtful analysis and fosters clarity in problem solving and decision making.

Recap of the Importance and Application of Issue Tree Analysis

As we have explored, the importance and applications of Issue Tree Analysis touch on multiple facets of contemporary problem-solving and decision-making. It is an integral feature of advanced problem solving training and is frequently highlighted in online certificate programs geared towards producing adept thinkers and leaders.

Final Thoughts on the Use of Issue Tree Analysis in Businesses and Institutions

Businesses and institutions that incorporate Issue Tree Analysis into their problem-solving repertoire stand to gain significantly in precision, clarity, and efficiency. The utilization of this analytical tool can transform overwhelming complexities into approachable and solvable issues.

What is the fundamental principle behind the creation and utilization of issue trees in strategic problem-solving?

Understanding issue trees.

Issue trees play a critical role in strategic problem-solving. They hinge on a basic, yet powerful principle. This principle is dissection. To understand complex issues, one must break them down into smaller, manageable parts.

Breaking Down Complex Problems

Consider any complex question. It likely overwhelms with its scope and intricacies. An issue tree confronts this head-on. It takes the large question and dissects it. The goal is a set of discrete elements. Such elements are easier to tackle individually. This dissection follows a logical and hierarchical structure. Each branch of the tree represents a component of the larger problem.

Visualizing Connections and Hierarchies

Issue trees are not random collections of sub-questions. They reflect the underlying connections within a problem. Think of it as mapping a path through a dense forest. The connections guide the problem solver to the heart of the matter.

Clarity is a central benefit. It stems from visualization. Seeing the problem in tree format illuminates patterns. Paths to solutions become evident. The hierarchy shows which issues are foundational. You see what rests atop them.

Facilitating Communication and Collaboration

Issue trees do more than clarify thought. They serve as a communication aid in teams. Picture discussing a problem without clear structure. The conversation becomes chaotic. The issue tree provides a common framework for discussion.

Team members can reference specific branches. They ensure discussions remain focused. They prevent veering off into unrelated territories. This is critical for cohesive strategic planning. The tree is a shared reference point.

Aligning Focus and Resources

When deploying resources, focus is key. An issue tree helps here. It identifies the problem’s high-impact areas. Teams can then allocate resources where they matter most. The tree's hierarchy signals priority. High-level branches suggest primary concerns. Lower branches might be less urgent.

Enabling Iterative Analysis

Strategic problem-solving is iterative. Solutions rarely emerge at first glance. Issue trees facilitate this iterative process. As one explores a branch, new insights can unfold. These may lead to re-evaluating the tree. The process might add branches. It may prune others. Throughout, the tree adapts and grows. It remains a living document of the problem-solving journey.

- Decompose

- Visualize

- Communicate

- Prioritize

Each word captures a fundamental utility of the issue tree.

Cultivating Critical Thinking

Using issue trees develops critical thinking. It forces problem solvers to seek logical connections. Rarely does an issue stand alone. The tree makes one ask "Why?" and "How?". Such questions are the lifeblood of analysis.

The tree's branches must hold under scrutiny. They must contribute to understanding. Superfluous branches waste time. They distract from vital issues. The discipline of maintaining a clean tree is rigorous. It sharpens the mind.

In conclusion, issue trees are a tool of logic. They give structure to the unstructured. They make the complex manageable. They turn confusion into clarity. Their fundamental principle is simple yet profound. Dissect, then conquer. Address each part with precision. Every branch, a step closer to a solution. That is the beauty of the issue tree.

How does issue tree analysis facilitate the breakdown of complex problems into manageable sub-issues?

What is issue tree analysis.

Issue tree analysis stands as a powerful method. It deconstructs complex issues into smaller, manageable units. This analytical tool promotes clear-thinking. It provides a structured approach. Professionals across fields find it invaluable. It aids in problem-solving and decision-making.

The Breakdown Process

Issue tree analysis begins with a central question. This question represents the core problem. The first step involves identifying the main components of this problem. Each component branches out, resembling a tree's limbs. This visual metaphor aids understanding.

Creating Manageable Sub-issues

Sub-issues emerge from the main components. These sub-issues further break down into more specific elements. Each element becomes a question or a statement. They must be mutually exclusive. They must cover all possibilities. This ensures thorough analysis.

The MECE Principle

MECE stands for mutually exclusive, collectively exhaustive. It is critical in issue tree analysis. It allows for clear categorization. It prevents overlap between branches. It ensures no aspect of the problem gets ignored.

Visual Clarity in Problem-Solving

Often, complex problems overwhelm. An issue tree offers visual clarity. It simplifies the absorption of information. It highlights relationships between sub-issues. It assists in identifying root causes. It helps in developing targeted solutions.

Advantages of Visualization

Visualization has its own merits:

- Enhances comprehension

- Facilitates better communication

- Aids in identifying gaps in reasoning

- Serves as a reference throughout problem-solving

The Benefits of Breakdown

Issue tree analysis offers significant benefits. It promotes systematic thinking. This method fosters depth and breadth in analysis. It makes large problems seem less daunting. As sub-issues become clear, so do pathways to solutions.

Encouraging Focused Effort

Once analysts identify sub-issues, focus sharpens. Teams can address each sub-issue individually. This division of the problem reduces complexity. It streamlines teamwork. It allows for allocation of resources where most needed.

Issue Tree Analysis in Action

In practical scenarios, issue tree analysis guides action. It informs the development of research agendas. It helps in crafting detailed work plans. It shapes the formulation of hypotheses. It directs data collection and analysis efforts.

Facilitating Team Collaboration

Issue trees are collaborative tools. They encourage group participation. They allow all team members to contribute. They ensure a shared understanding of the problem. They align team efforts toward common goals.

Issue tree analysis stands vital in tackling complex problems. It decomposes large questions into smaller, measurable units. Using issue trees allows for greater depth in investigation. It ensures comprehensive exploration of all aspects. It guides teams to effective, efficient solutions.

Can you explain how issue tree analysis contributes to more effective decision-making and problem resolution in the business context?

Issue tree analysis breakdown.

An issue tree frames problems systematically. It promotes thorough, unbiased examination. Visual representations distinguish the technique. It employs a hierarchical, tree-like structure. This structure divides complex problems into manageable components. The first step involves defining the central issue clearly. The tree then branches into contributing factors and sub-problems. Clarity arises from this subdivision.

Decision-making Enhanced by Structure

In the business context, decision-making demands precision. Issue trees provide structure to this process. They aid in identifying various problem aspects. This offers a panoramic view of the situation. Critical analysis becomes simpler. Organized thinking guides decision-making. It steers away from cognitive biases. By doing so, it sharpens focus.

Problem Resolution through Systematic Analysis

Problem-solving benefits from methodical approaches. Issue trees represent reasoning chains. Each branch signifies a potential area for scrutiny. This methodical breakdown highlights cause-and-effect relationships. It facilitates a more granular investigation. With each sub-problem isolated, targeted solutions emerge.

Enhanced Team Collaboration

An issue tree fosters teamwork. It requires collective input. Every team member can see the problem layout. They can add insights to different branches. This collaborative effort consolidates wisdom. As a result, the decision-making process tightens. Solutions reflect the collective expertise.

Prioritization made Simple

Not all issues carry equal weight. An issue tree clarifies priorities. It ranks sub-problems by significance. Critical paths become apparent. Decision-makers can then allocate resources effectively. They devote attention to what impacts the outcome most.

Conclusion: Facilitating Sound Decisions

Through structured analysis, issue tree analysis yields clarity. It divides, conquers, and clarifies problems. Businesses that adopt this technique manage decision-making more adeptly. They resolve problems using systematic approaches. Consequently, firms make informed, effective decisions faster. Issue tree analysis thus stands at the core of strategic thinking within successful organizations.

He is a content producer who specializes in blog content. He has a master's degree in business administration and he lives in the Netherlands.

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All teams and organizations encounter challenges as they grow. There are problems that might occur for teams when it comes to miscommunication or resolving business-critical issues . You may face challenges around growth , design , user engagement, and even team culture and happiness. In short, problem-solving techniques should be part of every team’s skillset.

Problem-solving methods are primarily designed to help a group or team through a process of first identifying problems and challenges , ideating possible solutions , and then evaluating the most suitable .

Finding effective solutions to complex problems isn’t easy, but by using the right process and techniques, you can help your team be more efficient in the process.

So how do you develop strategies that are engaging, and empower your team to solve problems effectively?

In this blog post, we share a series of problem-solving tools you can use in your next workshop or team meeting. You’ll also find some tips for facilitating the process and how to enable others to solve complex problems.

Let’s get started! 

How do you identify problems?

How do you identify the right solution.

• Tips for more effective problem-solving

Complete problem-solving methods

• Problem-solving techniques to identify and analyze problems
• Problem-solving techniques for developing solutions

Problem-solving warm-up activities

Closing activities for a problem-solving process.

Before you can move towards finding the right solution for a given problem, you first need to identify and define the problem you wish to solve. 

Here, you want to clearly articulate what the problem is and allow your group to do the same. Remember that everyone in a group is likely to have differing perspectives and alignment is necessary in order to help the group move forward. 

Identifying a problem accurately also requires that all members of a group are able to contribute their views in an open and safe manner. It can be scary for people to stand up and contribute, especially if the problems or challenges are emotive or personal in nature. Be sure to try and create a psychologically safe space for these kinds of discussions.

Remember that problem analysis and further discussion are also important. Not taking the time to fully analyze and discuss a challenge can result in the development of solutions that are not fit for purpose or do not address the underlying issue.

Successfully identifying and then analyzing a problem means facilitating a group through activities designed to help them clearly and honestly articulate their thoughts and produce usable insight.

With this data, you might then produce a problem statement that clearly describes the problem you wish to be addressed and also state the goal of any process you undertake to tackle this issue.  

Finding solutions is the end goal of any process. Complex organizational challenges can only be solved with an appropriate solution but discovering them requires using the right problem-solving tool.

After you’ve explored a problem and discussed ideas, you need to help a team discuss and choose the right solution. Consensus tools and methods such as those below help a group explore possible solutions before then voting for the best. They’re a great way to tap into the collective intelligence of the group for great results!

Remember that the process is often iterative. Great problem solvers often roadtest a viable solution in a measured way to see what works too. While you might not get the right solution on your first try, the methods below help teams land on the most likely to succeed solution while also holding space for improvement.

Every effective problem solving process begins with an agenda . A well-structured workshop is one of the best methods for successfully guiding a group from exploring a problem to implementing a solution.

In SessionLab, it’s easy to go from an idea to a complete agenda . Start by dragging and dropping your core problem solving activities into place . Add timings, breaks and necessary materials before sharing your agenda with your colleagues.

The resulting agenda will be your guide to an effective and productive problem solving session that will also help you stay organized on the day!

Tips for more effective problem solving

Problem-solving activities are only one part of the puzzle. While a great method can help unlock your team’s ability to solve problems, without a thoughtful approach and strong facilitation the solutions may not be fit for purpose.

Let’s take a look at some problem-solving tips you can apply to any process to help it be a success!

Clearly define the problem

Jumping straight to solutions can be tempting, though without first clearly articulating a problem, the solution might not be the right one. Many of the problem-solving activities below include sections where the problem is explored and clearly defined before moving on.

This is a vital part of the problem-solving process and taking the time to fully define an issue can save time and effort later. A clear definition helps identify irrelevant information and it also ensures that your team sets off on the right track.

Don’t jump to conclusions

It’s easy for groups to exhibit cognitive bias or have preconceived ideas about both problems and potential solutions. Be sure to back up any problem statements or potential solutions with facts, research, and adequate forethought.

The best techniques ask participants to be methodical and challenge preconceived notions. Make sure you give the group enough time and space to collect relevant information and consider the problem in a new way. By approaching the process with a clear, rational mindset, you’ll often find that better solutions are more forthcoming.  

Try different approaches  

Problems come in all shapes and sizes and so too should the methods you use to solve them. If you find that one approach isn’t yielding results and your team isn’t finding different solutions, try mixing it up. You’ll be surprised at how using a new creative activity can unblock your team and generate great solutions.

Don’t take it personally 

Depending on the nature of your team or organizational problems, it’s easy for conversations to get heated. While it’s good for participants to be engaged in the discussions, ensure that emotions don’t run too high and that blame isn’t thrown around while finding solutions.

You’re all in it together, and even if your team or area is seeing problems, that isn’t necessarily a disparagement of you personally. Using facilitation skills to manage group dynamics is one effective method of helping conversations be more constructive.

Get the right people in the room

Your problem-solving method is often only as effective as the group using it. Getting the right people on the job and managing the number of people present is important too!

If the group is too small, you may not get enough different perspectives to effectively solve a problem. If the group is too large, you can go round and round during the ideation stages.

Creating the right group makeup is also important in ensuring you have the necessary expertise and skillset to both identify and follow up on potential solutions. Carefully consider who to include at each stage to help ensure your problem-solving method is followed and positioned for success.

Document everything

The best solutions can take refinement, iteration, and reflection to come out. Get into a habit of documenting your process in order to keep all the learnings from the session and to allow ideas to mature and develop. Many of the methods below involve the creation of documents or shared resources. Be sure to keep and share these so everyone can benefit from the work done!

Bring a facilitator 

Facilitation is all about making group processes easier. With a subject as potentially emotive and important as problem-solving, having an impartial third party in the form of a facilitator can make all the difference in finding great solutions and keeping the process moving. Consider bringing a facilitator to your problem-solving session to get better results and generate meaningful solutions!

Develop your problem-solving skills

It takes time and practice to be an effective problem solver. While some roles or participants might more naturally gravitate towards problem-solving, it can take development and planning to help everyone create better solutions.

You might develop a training program, run a problem-solving workshop or simply ask your team to practice using the techniques below. Check out our post on problem-solving skills to see how you and your group can develop the right mental process and be more resilient to issues too!

Design a great agenda

Workshops are a great format for solving problems. With the right approach, you can focus a group and help them find the solutions to their own problems. But designing a process can be time-consuming and finding the right activities can be difficult.

Check out our workshop planning guide to level-up your agenda design and start running more effective workshops. Need inspiration? Check out templates designed by expert facilitators to help you kickstart your process!

In this section, we’ll look at in-depth problem-solving methods that provide a complete end-to-end process for developing effective solutions. These will help guide your team from the discovery and definition of a problem through to delivering the right solution.

If you’re looking for an all-encompassing method or problem-solving model, these processes are a great place to start. They’ll ask your team to challenge preconceived ideas and adopt a mindset for solving problems more effectively.

• Six Thinking Hats
• Lightning Decision Jam
• Problem Definition Process
• Discovery & Action Dialogue

Design Sprint 2.0

• Open Space Technology

1. Six Thinking Hats

Individual approaches to solving a problem can be very different based on what team or role an individual holds. It can be easy for existing biases or perspectives to find their way into the mix, or for internal politics to direct a conversation.

Six Thinking Hats is a classic method for identifying the problems that need to be solved and enables your team to consider them from different angles, whether that is by focusing on facts and data, creative solutions, or by considering why a particular solution might not work.

Like all problem-solving frameworks, Six Thinking Hats is effective at helping teams remove roadblocks from a conversation or discussion and come to terms with all the aspects necessary to solve complex problems.

2. Lightning Decision Jam

Featured courtesy of Jonathan Courtney of AJ&Smart Berlin, Lightning Decision Jam is one of those strategies that should be in every facilitation toolbox. Exploring problems and finding solutions is often creative in nature, though as with any creative process, there is the potential to lose focus and get lost.

Unstructured discussions might get you there in the end, but it’s much more effective to use a method that creates a clear process and team focus.

In Lightning Decision Jam, participants are invited to begin by writing challenges, concerns, or mistakes on post-its without discussing them before then being invited by the moderator to present them to the group.

From there, the team vote on which problems to solve and are guided through steps that will allow them to reframe those problems, create solutions and then decide what to execute on. 

By deciding the problems that need to be solved as a team before moving on, this group process is great for ensuring the whole team is aligned and can take ownership over the next stages. 

Lightning Decision Jam (LDJ)   #action   #decision making   #problem solving   #issue analysis   #innovation   #design   #remote-friendly   The problem with anything that requires creative thinking is that it’s easy to get lost—lose focus and fall into the trap of having useless, open-ended, unstructured discussions. Here’s the most effective solution I’ve found: Replace all open, unstructured discussion with a clear process. What to use this exercise for: Anything which requires a group of people to make decisions, solve problems or discuss challenges. It’s always good to frame an LDJ session with a broad topic, here are some examples: The conversion flow of our checkout Our internal design process How we organise events Keeping up with our competition Improving sales flow

3. Problem Definition Process

While problems can be complex, the problem-solving methods you use to identify and solve those problems can often be simple in design. 

By taking the time to truly identify and define a problem before asking the group to reframe the challenge as an opportunity, this method is a great way to enable change.

Begin by identifying a focus question and exploring the ways in which it manifests before splitting into five teams who will each consider the problem using a different method: escape, reversal, exaggeration, distortion or wishful. Teams develop a problem objective and create ideas in line with their method before then feeding them back to the group.

This method is great for enabling in-depth discussions while also creating space for finding creative solutions too!

Problem Definition   #problem solving   #idea generation   #creativity   #online   #remote-friendly   A problem solving technique to define a problem, challenge or opportunity and to generate ideas.

4. The 5 Whys 

Sometimes, a group needs to go further with their strategies and analyze the root cause at the heart of organizational issues. An RCA or root cause analysis is the process of identifying what is at the heart of business problems or recurring challenges. 

The 5 Whys is a simple and effective method of helping a group go find the root cause of any problem or challenge and conduct analysis that will deliver results. 

By beginning with the creation of a problem statement and going through five stages to refine it, The 5 Whys provides everything you need to truly discover the cause of an issue.

The 5 Whys   #hyperisland   #innovation   This simple and powerful method is useful for getting to the core of a problem or challenge. As the title suggests, the group defines a problems, then asks the question “why” five times, often using the resulting explanation as a starting point for creative problem solving.

5. World Cafe

World Cafe is a simple but powerful facilitation technique to help bigger groups to focus their energy and attention on solving complex problems.

World Cafe enables this approach by creating a relaxed atmosphere where participants are able to self-organize and explore topics relevant and important to them which are themed around a central problem-solving purpose. Create the right atmosphere by modeling your space after a cafe and after guiding the group through the method, let them take the lead!

Making problem-solving a part of your organization’s culture in the long term can be a difficult undertaking. More approachable formats like World Cafe can be especially effective in bringing people unfamiliar with workshops into the fold. 

World Cafe   #hyperisland   #innovation   #issue analysis   World Café is a simple yet powerful method, originated by Juanita Brown, for enabling meaningful conversations driven completely by participants and the topics that are relevant and important to them. Facilitators create a cafe-style space and provide simple guidelines. Participants then self-organize and explore a set of relevant topics or questions for conversation.

6. Discovery & Action Dialogue (DAD)

One of the best approaches is to create a safe space for a group to share and discover practices and behaviors that can help them find their own solutions.

With DAD, you can help a group choose which problems they wish to solve and which approaches they will take to do so. It’s great at helping remove resistance to change and can help get buy-in at every level too!

This process of enabling frontline ownership is great in ensuring follow-through and is one of the methods you will want in your toolbox as a facilitator.

Discovery & Action Dialogue (DAD)   #idea generation   #liberating structures   #action   #issue analysis   #remote-friendly   DADs make it easy for a group or community to discover practices and behaviors that enable some individuals (without access to special resources and facing the same constraints) to find better solutions than their peers to common problems. These are called positive deviant (PD) behaviors and practices. DADs make it possible for people in the group, unit, or community to discover by themselves these PD practices. DADs also create favorable conditions for stimulating participants’ creativity in spaces where they can feel safe to invent new and more effective practices. Resistance to change evaporates as participants are unleashed to choose freely which practices they will adopt or try and which problems they will tackle. DADs make it possible to achieve frontline ownership of solutions.

7. Design Sprint 2.0

Want to see how a team can solve big problems and move forward with prototyping and testing solutions in a few days? The Design Sprint 2.0 template from Jake Knapp, author of Sprint, is a complete agenda for a with proven results.

Developing the right agenda can involve difficult but necessary planning. Ensuring all the correct steps are followed can also be stressful or time-consuming depending on your level of experience.

Use this complete 4-day workshop template if you are finding there is no obvious solution to your challenge and want to focus your team around a specific problem that might require a shortcut to launching a minimum viable product or waiting for the organization-wide implementation of a solution.

8. Open space technology

Open space technology- developed by Harrison Owen – creates a space where large groups are invited to take ownership of their problem solving and lead individual sessions. Open space technology is a great format when you have a great deal of expertise and insight in the room and want to allow for different takes and approaches on a particular theme or problem you need to be solved.

Start by bringing your participants together to align around a central theme and focus their efforts. Explain the ground rules to help guide the problem-solving process and then invite members to identify any issue connecting to the central theme that they are interested in and are prepared to take responsibility for.

Once participants have decided on their approach to the core theme, they write their issue on a piece of paper, announce it to the group, pick a session time and place, and post the paper on the wall. As the wall fills up with sessions, the group is then invited to join the sessions that interest them the most and which they can contribute to, then you’re ready to begin!

Everyone joins the problem-solving group they’ve signed up to, record the discussion and if appropriate, findings can then be shared with the rest of the group afterward.

Open Space Technology   #action plan   #idea generation   #problem solving   #issue analysis   #large group   #online   #remote-friendly   Open Space is a methodology for large groups to create their agenda discerning important topics for discussion, suitable for conferences, community gatherings and whole system facilitation

Techniques to identify and analyze problems

Using a problem-solving method to help a team identify and analyze a problem can be a quick and effective addition to any workshop or meeting.

While further actions are always necessary, you can generate momentum and alignment easily, and these activities are a great place to get started.

We’ve put together this list of techniques to help you and your team with problem identification, analysis, and discussion that sets the foundation for developing effective solutions.

Let’s take a look!

• The Creativity Dice
• Fishbone Analysis
• Problem Tree
• SWOT Analysis
• Agreement-Certainty Matrix
• The Journalistic Six
• LEGO Challenge
• What, So What, Now What?
• Journalists

Individual and group perspectives are incredibly important, but what happens if people are set in their minds and need a change of perspective in order to approach a problem more effectively?

Flip It is a method we love because it is both simple to understand and run, and allows groups to understand how their perspectives and biases are formed. 

Participants in Flip It are first invited to consider concerns, issues, or problems from a perspective of fear and write them on a flip chart. Then, the group is asked to consider those same issues from a perspective of hope and flip their understanding.  

No problem and solution is free from existing bias and by changing perspectives with Flip It, you can then develop a problem solving model quickly and effectively.

Flip It!   #gamestorming   #problem solving   #action   Often, a change in a problem or situation comes simply from a change in our perspectives. Flip It! is a quick game designed to show players that perspectives are made, not born.

10. The Creativity Dice

One of the most useful problem solving skills you can teach your team is of approaching challenges with creativity, flexibility, and openness. Games like The Creativity Dice allow teams to overcome the potential hurdle of too much linear thinking and approach the process with a sense of fun and speed. 

In The Creativity Dice, participants are organized around a topic and roll a dice to determine what they will work on for a period of 3 minutes at a time. They might roll a 3 and work on investigating factual information on the chosen topic. They might roll a 1 and work on identifying the specific goals, standards, or criteria for the session.

Encouraging rapid work and iteration while asking participants to be flexible are great skills to cultivate. Having a stage for idea incubation in this game is also important. Moments of pause can help ensure the ideas that are put forward are the most suitable. 

The Creativity Dice   #creativity   #problem solving   #thiagi   #issue analysis   Too much linear thinking is hazardous to creative problem solving. To be creative, you should approach the problem (or the opportunity) from different points of view. You should leave a thought hanging in mid-air and move to another. This skipping around prevents premature closure and lets your brain incubate one line of thought while you consciously pursue another.

11. Fishbone Analysis

Organizational or team challenges are rarely simple, and it’s important to remember that one problem can be an indication of something that goes deeper and may require further consideration to be solved.

Fishbone Analysis helps groups to dig deeper and understand the origins of a problem. It’s a great example of a root cause analysis method that is simple for everyone on a team to get their head around. 

Participants in this activity are asked to annotate a diagram of a fish, first adding the problem or issue to be worked on at the head of a fish before then brainstorming the root causes of the problem and adding them as bones on the fish. 

Using abstractions such as a diagram of a fish can really help a team break out of their regular thinking and develop a creative approach.

Fishbone Analysis   #problem solving   ##root cause analysis   #decision making   #online facilitation   A process to help identify and understand the origins of problems, issues or observations.

12. Problem Tree 

Encouraging visual thinking can be an essential part of many strategies. By simply reframing and clarifying problems, a group can move towards developing a problem solving model that works for them. 

In Problem Tree, groups are asked to first brainstorm a list of problems – these can be design problems, team problems or larger business problems – and then organize them into a hierarchy. The hierarchy could be from most important to least important or abstract to practical, though the key thing with problem solving games that involve this aspect is that your group has some way of managing and sorting all the issues that are raised.

Once you have a list of problems that need to be solved and have organized them accordingly, you’re then well-positioned for the next problem solving steps.

Problem tree   #define intentions   #create   #design   #issue analysis   A problem tree is a tool to clarify the hierarchy of problems addressed by the team within a design project; it represents high level problems or related sublevel problems.

13. SWOT Analysis

Chances are you’ve heard of the SWOT Analysis before. This problem-solving method focuses on identifying strengths, weaknesses, opportunities, and threats is a tried and tested method for both individuals and teams.

Start by creating a desired end state or outcome and bare this in mind – any process solving model is made more effective by knowing what you are moving towards. Create a quadrant made up of the four categories of a SWOT analysis and ask participants to generate ideas based on each of those quadrants.

Once you have those ideas assembled in their quadrants, cluster them together based on their affinity with other ideas. These clusters are then used to facilitate group conversations and move things forward. 

SWOT analysis   #gamestorming   #problem solving   #action   #meeting facilitation   The SWOT Analysis is a long-standing technique of looking at what we have, with respect to the desired end state, as well as what we could improve on. It gives us an opportunity to gauge approaching opportunities and dangers, and assess the seriousness of the conditions that affect our future. When we understand those conditions, we can influence what comes next.

14. Agreement-Certainty Matrix

Not every problem-solving approach is right for every challenge, and deciding on the right method for the challenge at hand is a key part of being an effective team.

The Agreement Certainty matrix helps teams align on the nature of the challenges facing them. By sorting problems from simple to chaotic, your team can understand what methods are suitable for each problem and what they can do to ensure effective results. 

If you are already using Liberating Structures techniques as part of your problem-solving strategy, the Agreement-Certainty Matrix can be an invaluable addition to your process. We’ve found it particularly if you are having issues with recurring problems in your organization and want to go deeper in understanding the root cause. 

Agreement-Certainty Matrix   #issue analysis   #liberating structures   #problem solving   You can help individuals or groups avoid the frequent mistake of trying to solve a problem with methods that are not adapted to the nature of their challenge. The combination of two questions makes it possible to easily sort challenges into four categories: simple, complicated, complex , and chaotic .  A problem is simple when it can be solved reliably with practices that are easy to duplicate.  It is complicated when experts are required to devise a sophisticated solution that will yield the desired results predictably.  A problem is complex when there are several valid ways to proceed but outcomes are not predictable in detail.  Chaotic is when the context is too turbulent to identify a path forward.  A loose analogy may be used to describe these differences: simple is like following a recipe, complicated like sending a rocket to the moon, complex like raising a child, and chaotic is like the game “Pin the Tail on the Donkey.”  The Liberating Structures Matching Matrix in Chapter 5 can be used as the first step to clarify the nature of a challenge and avoid the mismatches between problems and solutions that are frequently at the root of chronic, recurring problems.

Organizing and charting a team’s progress can be important in ensuring its success. SQUID (Sequential Question and Insight Diagram) is a great model that allows a team to effectively switch between giving questions and answers and develop the skills they need to stay on track throughout the process. 

Begin with two different colored sticky notes – one for questions and one for answers – and with your central topic (the head of the squid) on the board. Ask the group to first come up with a series of questions connected to their best guess of how to approach the topic. Ask the group to come up with answers to those questions, fix them to the board and connect them with a line. After some discussion, go back to question mode by responding to the generated answers or other points on the board.

It’s rewarding to see a diagram grow throughout the exercise, and a completed SQUID can provide a visual resource for future effort and as an example for other teams.

SQUID   #gamestorming   #project planning   #issue analysis   #problem solving   When exploring an information space, it’s important for a group to know where they are at any given time. By using SQUID, a group charts out the territory as they go and can navigate accordingly. SQUID stands for Sequential Question and Insight Diagram.

16. Speed Boat

To continue with our nautical theme, Speed Boat is a short and sweet activity that can help a team quickly identify what employees, clients or service users might have a problem with and analyze what might be standing in the way of achieving a solution.

Methods that allow for a group to make observations, have insights and obtain those eureka moments quickly are invaluable when trying to solve complex problems.

In Speed Boat, the approach is to first consider what anchors and challenges might be holding an organization (or boat) back. Bonus points if you are able to identify any sharks in the water and develop ideas that can also deal with competitors!   

Speed Boat   #gamestorming   #problem solving   #action   Speedboat is a short and sweet way to identify what your employees or clients don’t like about your product/service or what’s standing in the way of a desired goal.

17. The Journalistic Six

Some of the most effective ways of solving problems is by encouraging teams to be more inclusive and diverse in their thinking.

Based on the six key questions journalism students are taught to answer in articles and news stories, The Journalistic Six helps create teams to see the whole picture. By using who, what, when, where, why, and how to facilitate the conversation and encourage creative thinking, your team can make sure that the problem identification and problem analysis stages of the are covered exhaustively and thoughtfully. Reporter’s notebook and dictaphone optional.

The Journalistic Six – Who What When Where Why How   #idea generation   #issue analysis   #problem solving   #online   #creative thinking   #remote-friendly   A questioning method for generating, explaining, investigating ideas.

18. LEGO Challenge

Now for an activity that is a little out of the (toy) box. LEGO Serious Play is a facilitation methodology that can be used to improve creative thinking and problem-solving skills. 

The LEGO Challenge includes giving each member of the team an assignment that is hidden from the rest of the group while they create a structure without speaking.

What the LEGO challenge brings to the table is a fun working example of working with stakeholders who might not be on the same page to solve problems. Also, it’s LEGO! Who doesn’t love LEGO! 

LEGO Challenge   #hyperisland   #team   A team-building activity in which groups must work together to build a structure out of LEGO, but each individual has a secret “assignment” which makes the collaborative process more challenging. It emphasizes group communication, leadership dynamics, conflict, cooperation, patience and problem solving strategy.

19. What, So What, Now What?

If not carefully managed, the problem identification and problem analysis stages of the problem-solving process can actually create more problems and misunderstandings.

The What, So What, Now What? problem-solving activity is designed to help collect insights and move forward while also eliminating the possibility of disagreement when it comes to identifying, clarifying, and analyzing organizational or work problems. 

Facilitation is all about bringing groups together so that might work on a shared goal and the best problem-solving strategies ensure that teams are aligned in purpose, if not initially in opinion or insight.

Throughout the three steps of this game, you give everyone on a team to reflect on a problem by asking what happened, why it is important, and what actions should then be taken. 

This can be a great activity for bringing our individual perceptions about a problem or challenge and contextualizing it in a larger group setting. This is one of the most important problem-solving skills you can bring to your organization.

W³ – What, So What, Now What?   #issue analysis   #innovation   #liberating structures   You can help groups reflect on a shared experience in a way that builds understanding and spurs coordinated action while avoiding unproductive conflict. It is possible for every voice to be heard while simultaneously sifting for insights and shaping new direction. Progressing in stages makes this practical—from collecting facts about What Happened to making sense of these facts with So What and finally to what actions logically follow with Now What . The shared progression eliminates most of the misunderstandings that otherwise fuel disagreements about what to do. Voila!

20. Journalists  

Problem analysis can be one of the most important and decisive stages of all problem-solving tools. Sometimes, a team can become bogged down in the details and are unable to move forward.

Journalists is an activity that can avoid a group from getting stuck in the problem identification or problem analysis stages of the process.

In Journalists, the group is invited to draft the front page of a fictional newspaper and figure out what stories deserve to be on the cover and what headlines those stories will have. By reframing how your problems and challenges are approached, you can help a team move productively through the process and be better prepared for the steps to follow.

Journalists   #vision   #big picture   #issue analysis   #remote-friendly   This is an exercise to use when the group gets stuck in details and struggles to see the big picture. Also good for defining a vision.

Problem-solving techniques for developing solutions 

The success of any problem-solving process can be measured by the solutions it produces. After you’ve defined the issue, explored existing ideas, and ideated, it’s time to narrow down to the correct solution.

Use these problem-solving techniques when you want to help your team find consensus, compare possible solutions, and move towards taking action on a particular problem.

• Improved Solutions
• Four-Step Sketch
• 15% Solutions
• How-Now-Wow matrix
• Impact Effort Matrix

21. Mindspin  

Brainstorming is part of the bread and butter of the problem-solving process and all problem-solving strategies benefit from getting ideas out and challenging a team to generate solutions quickly. 

With Mindspin, participants are encouraged not only to generate ideas but to do so under time constraints and by slamming down cards and passing them on. By doing multiple rounds, your team can begin with a free generation of possible solutions before moving on to developing those solutions and encouraging further ideation. 

This is one of our favorite problem-solving activities and can be great for keeping the energy up throughout the workshop. Remember the importance of helping people become engaged in the process – energizing problem-solving techniques like Mindspin can help ensure your team stays engaged and happy, even when the problems they’re coming together to solve are complex. 

MindSpin   #teampedia   #idea generation   #problem solving   #action   A fast and loud method to enhance brainstorming within a team. Since this activity has more than round ideas that are repetitive can be ruled out leaving more creative and innovative answers to the challenge.

22. Improved Solutions

After a team has successfully identified a problem and come up with a few solutions, it can be tempting to call the work of the problem-solving process complete. That said, the first solution is not necessarily the best, and by including a further review and reflection activity into your problem-solving model, you can ensure your group reaches the best possible result. 

One of a number of problem-solving games from Thiagi Group, Improved Solutions helps you go the extra mile and develop suggested solutions with close consideration and peer review. By supporting the discussion of several problems at once and by shifting team roles throughout, this problem-solving technique is a dynamic way of finding the best solution. 

Improved Solutions   #creativity   #thiagi   #problem solving   #action   #team   You can improve any solution by objectively reviewing its strengths and weaknesses and making suitable adjustments. In this creativity framegame, you improve the solutions to several problems. To maintain objective detachment, you deal with a different problem during each of six rounds and assume different roles (problem owner, consultant, basher, booster, enhancer, and evaluator) during each round. At the conclusion of the activity, each player ends up with two solutions to her problem.

23. Four Step Sketch

Creative thinking and visual ideation does not need to be confined to the opening stages of your problem-solving strategies. Exercises that include sketching and prototyping on paper can be effective at the solution finding and development stage of the process, and can be great for keeping a team engaged. 

By going from simple notes to a crazy 8s round that involves rapidly sketching 8 variations on their ideas before then producing a final solution sketch, the group is able to iterate quickly and visually. Problem-solving techniques like Four-Step Sketch are great if you have a group of different thinkers and want to change things up from a more textual or discussion-based approach.

Four-Step Sketch   #design sprint   #innovation   #idea generation   #remote-friendly   The four-step sketch is an exercise that helps people to create well-formed concepts through a structured process that includes: Review key information Start design work on paper,  Consider multiple variations , Create a detailed solution . This exercise is preceded by a set of other activities allowing the group to clarify the challenge they want to solve. See how the Four Step Sketch exercise fits into a Design Sprint

24. 15% Solutions

Some problems are simpler than others and with the right problem-solving activities, you can empower people to take immediate actions that can help create organizational change. 

Part of the liberating structures toolkit, 15% solutions is a problem-solving technique that focuses on finding and implementing solutions quickly. A process of iterating and making small changes quickly can help generate momentum and an appetite for solving complex problems.

Problem-solving strategies can live and die on whether people are onboard. Getting some quick wins is a great way of getting people behind the process.   

It can be extremely empowering for a team to realize that problem-solving techniques can be deployed quickly and easily and delineate between things they can positively impact and those things they cannot change. 

15% Solutions   #action   #liberating structures   #remote-friendly   You can reveal the actions, however small, that everyone can do immediately. At a minimum, these will create momentum, and that may make a BIG difference.  15% Solutions show that there is no reason to wait around, feel powerless, or fearful. They help people pick it up a level. They get individuals and the group to focus on what is within their discretion instead of what they cannot change.  With a very simple question, you can flip the conversation to what can be done and find solutions to big problems that are often distributed widely in places not known in advance. Shifting a few grains of sand may trigger a landslide and change the whole landscape.

25. How-Now-Wow Matrix

The problem-solving process is often creative, as complex problems usually require a change of thinking and creative response in order to find the best solutions. While it’s common for the first stages to encourage creative thinking, groups can often gravitate to familiar solutions when it comes to the end of the process. 

When selecting solutions, you don’t want to lose your creative energy! The How-Now-Wow Matrix from Gamestorming is a great problem-solving activity that enables a group to stay creative and think out of the box when it comes to selecting the right solution for a given problem.

Problem-solving techniques that encourage creative thinking and the ideation and selection of new solutions can be the most effective in organisational change. Give the How-Now-Wow Matrix a go, and not just for how pleasant it is to say out loud. 

How-Now-Wow Matrix   #gamestorming   #idea generation   #remote-friendly   When people want to develop new ideas, they most often think out of the box in the brainstorming or divergent phase. However, when it comes to convergence, people often end up picking ideas that are most familiar to them. This is called a ‘creative paradox’ or a ‘creadox’. The How-Now-Wow matrix is an idea selection tool that breaks the creadox by forcing people to weigh each idea on 2 parameters.

26. Impact and Effort Matrix

All problem-solving techniques hope to not only find solutions to a given problem or challenge but to find the best solution. When it comes to finding a solution, groups are invited to put on their decision-making hats and really think about how a proposed idea would work in practice. 

The Impact and Effort Matrix is one of the problem-solving techniques that fall into this camp, empowering participants to first generate ideas and then categorize them into a 2×2 matrix based on impact and effort.

Activities that invite critical thinking while remaining simple are invaluable. Use the Impact and Effort Matrix to move from ideation and towards evaluating potential solutions before then committing to them. 

Impact and Effort Matrix   #gamestorming   #decision making   #action   #remote-friendly   In this decision-making exercise, possible actions are mapped based on two factors: effort required to implement and potential impact. Categorizing ideas along these lines is a useful technique in decision making, as it obliges contributors to balance and evaluate suggested actions before committing to them.

27. Dotmocracy

If you’ve followed each of the problem-solving steps with your group successfully, you should move towards the end of your process with heaps of possible solutions developed with a specific problem in mind. But how do you help a group go from ideation to putting a solution into action? 

Dotmocracy – or Dot Voting -is a tried and tested method of helping a team in the problem-solving process make decisions and put actions in place with a degree of oversight and consensus. 

One of the problem-solving techniques that should be in every facilitator’s toolbox, Dot Voting is fast and effective and can help identify the most popular and best solutions and help bring a group to a decision effectively. 

Dotmocracy   #action   #decision making   #group prioritization   #hyperisland   #remote-friendly   Dotmocracy is a simple method for group prioritization or decision-making. It is not an activity on its own, but a method to use in processes where prioritization or decision-making is the aim. The method supports a group to quickly see which options are most popular or relevant. The options or ideas are written on post-its and stuck up on a wall for the whole group to see. Each person votes for the options they think are the strongest, and that information is used to inform a decision.

All facilitators know that warm-ups and icebreakers are useful for any workshop or group process. Problem-solving workshops are no different.

Use these problem-solving techniques to warm up a group and prepare them for the rest of the process. Activating your group by tapping into some of the top problem-solving skills can be one of the best ways to see great outcomes from your session.

• Check-in/Check-out
• Doodling Together
• Show and Tell
• Constellations
• Draw a Tree

28. Check-in / Check-out

Solid processes are planned from beginning to end, and the best facilitators know that setting the tone and establishing a safe, open environment can be integral to a successful problem-solving process.

Check-in / Check-out is a great way to begin and/or bookend a problem-solving workshop. Checking in to a session emphasizes that everyone will be seen, heard, and expected to contribute. 

If you are running a series of meetings, setting a consistent pattern of checking in and checking out can really help your team get into a groove. We recommend this opening-closing activity for small to medium-sized groups though it can work with large groups if they’re disciplined!

Check-in / Check-out   #team   #opening   #closing   #hyperisland   #remote-friendly   Either checking-in or checking-out is a simple way for a team to open or close a process, symbolically and in a collaborative way. Checking-in/out invites each member in a group to be present, seen and heard, and to express a reflection or a feeling. Checking-in emphasizes presence, focus and group commitment; checking-out emphasizes reflection and symbolic closure.

29. Doodling Together  

Thinking creatively and not being afraid to make suggestions are important problem-solving skills for any group or team, and warming up by encouraging these behaviors is a great way to start. 

Doodling Together is one of our favorite creative ice breaker games – it’s quick, effective, and fun and can make all following problem-solving steps easier by encouraging a group to collaborate visually. By passing cards and adding additional items as they go, the workshop group gets into a groove of co-creation and idea development that is crucial to finding solutions to problems. 

Doodling Together   #collaboration   #creativity   #teamwork   #fun   #team   #visual methods   #energiser   #icebreaker   #remote-friendly   Create wild, weird and often funny postcards together & establish a group’s creative confidence.

30. Show and Tell

You might remember some version of Show and Tell from being a kid in school and it’s a great problem-solving activity to kick off a session.

Asking participants to prepare a little something before a workshop by bringing an object for show and tell can help them warm up before the session has even begun! Games that include a physical object can also help encourage early engagement before moving onto more big-picture thinking.

By asking your participants to tell stories about why they chose to bring a particular item to the group, you can help teams see things from new perspectives and see both differences and similarities in the way they approach a topic. Great groundwork for approaching a problem-solving process as a team! 

Show and Tell   #gamestorming   #action   #opening   #meeting facilitation   Show and Tell taps into the power of metaphors to reveal players’ underlying assumptions and associations around a topic The aim of the game is to get a deeper understanding of stakeholders’ perspectives on anything—a new project, an organizational restructuring, a shift in the company’s vision or team dynamic.

31. Constellations

Who doesn’t love stars? Constellations is a great warm-up activity for any workshop as it gets people up off their feet, energized, and ready to engage in new ways with established topics. It’s also great for showing existing beliefs, biases, and patterns that can come into play as part of your session.

Using warm-up games that help build trust and connection while also allowing for non-verbal responses can be great for easing people into the problem-solving process and encouraging engagement from everyone in the group. Constellations is great in large spaces that allow for movement and is definitely a practical exercise to allow the group to see patterns that are otherwise invisible. 

Constellations   #trust   #connection   #opening   #coaching   #patterns   #system   Individuals express their response to a statement or idea by standing closer or further from a central object. Used with teams to reveal system, hidden patterns, perspectives.

32. Draw a Tree

Problem-solving games that help raise group awareness through a central, unifying metaphor can be effective ways to warm-up a group in any problem-solving model.

Draw a Tree is a simple warm-up activity you can use in any group and which can provide a quick jolt of energy. Start by asking your participants to draw a tree in just 45 seconds – they can choose whether it will be abstract or realistic. 

Once the timer is up, ask the group how many people included the roots of the tree and use this as a means to discuss how we can ignore important parts of any system simply because they are not visible.

All problem-solving strategies are made more effective by thinking of problems critically and by exposing things that may not normally come to light. Warm-up games like Draw a Tree are great in that they quickly demonstrate some key problem-solving skills in an accessible and effective way.

Draw a Tree   #thiagi   #opening   #perspectives   #remote-friendly   With this game you can raise awarness about being more mindful, and aware of the environment we live in.

Each step of the problem-solving workshop benefits from an intelligent deployment of activities, games, and techniques. Bringing your session to an effective close helps ensure that solutions are followed through on and that you also celebrate what has been achieved.

Here are some problem-solving activities you can use to effectively close a workshop or meeting and ensure the great work you’ve done can continue afterward.

• One Breath Feedback
• Who What When Matrix
• Response Cards

How do I conclude a problem-solving process?

All good things must come to an end. With the bulk of the work done, it can be tempting to conclude your workshop swiftly and without a moment to debrief and align. This can be problematic in that it doesn’t allow your team to fully process the results or reflect on the process.

At the end of an effective session, your team will have gone through a process that, while productive, can be exhausting. It’s important to give your group a moment to take a breath, ensure that they are clear on future actions, and provide short feedback before leaving the space. 

The primary purpose of any problem-solving method is to generate solutions and then implement them. Be sure to take the opportunity to ensure everyone is aligned and ready to effectively implement the solutions you produced in the workshop.

Remember that every process can be improved and by giving a short moment to collect feedback in the session, you can further refine your problem-solving methods and see further success in the future too.

33. One Breath Feedback

Maintaining attention and focus during the closing stages of a problem-solving workshop can be tricky and so being concise when giving feedback can be important. It’s easy to incur “death by feedback” should some team members go on for too long sharing their perspectives in a quick feedback round. 

One Breath Feedback is a great closing activity for workshops. You give everyone an opportunity to provide feedback on what they’ve done but only in the space of a single breath. This keeps feedback short and to the point and means that everyone is encouraged to provide the most important piece of feedback to them. 

One breath feedback   #closing   #feedback   #action   This is a feedback round in just one breath that excels in maintaining attention: each participants is able to speak during just one breath … for most people that’s around 20 to 25 seconds … unless of course you’ve been a deep sea diver in which case you’ll be able to do it for longer.

34. Who What When Matrix 

Matrices feature as part of many effective problem-solving strategies and with good reason. They are easily recognizable, simple to use, and generate results.

The Who What When Matrix is a great tool to use when closing your problem-solving session by attributing a who, what and when to the actions and solutions you have decided upon. The resulting matrix is a simple, easy-to-follow way of ensuring your team can move forward. 

Great solutions can’t be enacted without action and ownership. Your problem-solving process should include a stage for allocating tasks to individuals or teams and creating a realistic timeframe for those solutions to be implemented or checked out. Use this method to keep the solution implementation process clear and simple for all involved. 

Who/What/When Matrix   #gamestorming   #action   #project planning   With Who/What/When matrix, you can connect people with clear actions they have defined and have committed to.

35. Response cards

Group discussion can comprise the bulk of most problem-solving activities and by the end of the process, you might find that your team is talked out! 

Providing a means for your team to give feedback with short written notes can ensure everyone is head and can contribute without the need to stand up and talk. Depending on the needs of the group, giving an alternative can help ensure everyone can contribute to your problem-solving model in the way that makes the most sense for them.

Response Cards is a great way to close a workshop if you are looking for a gentle warm-down and want to get some swift discussion around some of the feedback that is raised. 

Response Cards   #debriefing   #closing   #structured sharing   #questions and answers   #thiagi   #action   It can be hard to involve everyone during a closing of a session. Some might stay in the background or get unheard because of louder participants. However, with the use of Response Cards, everyone will be involved in providing feedback or clarify questions at the end of a session.

Save time and effort discovering the right solutions

A structured problem solving process is a surefire way of solving tough problems, discovering creative solutions and driving organizational change. But how can you design for successful outcomes?

With SessionLab, it’s easy to design engaging workshops that deliver results. Drag, drop and reorder blocks  to build your agenda. When you make changes or update your agenda, your session  timing   adjusts automatically , saving you time on manual adjustments.

Collaborating with stakeholders or clients? Share your agenda with a single click and collaborate in real-time. No more sending documents back and forth over email.

Explore  how to use SessionLab  to design effective problem solving workshops or  watch this five minute video  to see the planner in action!

Over to you

The problem-solving process can often be as complicated and multifaceted as the problems they are set-up to solve. With the right problem-solving techniques and a mix of creative exercises designed to guide discussion and generate purposeful ideas, we hope we’ve given you the tools to find the best solutions as simply and easily as possible.

Is there a problem-solving technique that you are missing here? Do you have a favorite activity or method you use when facilitating? Let us know in the comments below, we’d love to hear from you! 

thank you very much for these excellent techniques

Certainly wonderful article, very detailed. Shared!

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Article Contents

Introduction, acknowledgements.

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Problem and solution trees: a practical approach for identifying potential interventions to improve population nutrition

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Wendy Snowdon, Jimaima Schultz, Boyd Swinburn, Problem and solution trees: a practical approach for identifying potential interventions to improve population nutrition, Health Promotion International , Volume 23, Issue 4, December 2008, Pages 345–353, https://doi.org/10.1093/heapro/dan027

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Population nutrition problems have a diversity of contributory factors and, ideally, multi-sectoral solutions should be developed by the relevant stakeholders, based on a common understanding of these factors. The problem and solution tree approach is a participatory process of working through the layers of determinants and then developing potential interventions for a specific issue, using the available data and expertise. We tailored this approach for non-communicable disease-related nutrition problems in Pacific Islands and applied it in several countries. The process led to the identification of a considerable range of determinants of unhealthy diets and potential interventions to improve the situation. This practical approach also offered the additional benefit of developing stakeholder awareness in the issues. Problem trees are a relatively simple tool to implement, easy to adapt to differing needs, can generate a wealth of information and can be more widely used.

Poor nutrition is one of the most significant preventable contributors to the global burden of disease ( Ezzati et al. , 2002 ). The determinants of unhealthy diets are complex, involving a range of both personal, cultural and environmental factors ( Sobal et al. , 1998 ; Swinburn and Raza, 1999 ; Booth and et al., 2001 ; Glanz et al. , 2005 ). Multi-component interventions which tackle a number of significant areas are, therefore, needed ( Kumanyika, 2001 ; Chopra et al. , 2002 ; Darnton-Hill et al. , 2004 ).

The identification of the determinants of poor diets is commonly the starting point for developing intervention efforts. Globally, there has been much research on attitudes, behaviour, knowledge, availability, cost and other factors affecting dietary choices. In many parts of the world, however, very little research has been undertaken to identify the local factors involved in poor diets. Even in countries where research has been extensive, there is unlikely to be information relevant to every population sub-group, and processes are likely to differ between populations ( Kumanyika et al. , 2002 ). A limited understanding of the current situation is likely to hamper the development of effective public health activities ( Nutbeam, 1997 ). It is essential, therefore, that methods exist that can simply but effectively pinpoint critical areas for actions to improve nutrition. Using a participatory approach to fill this information gap could offer the added benefit of engaging local communities and building capacity ( Leung et al. , 2004 ) and can also be helpful in narrowing the gap between research and action ( Israel et al. , 1998 ).

Participatory research is an orientation rather than a set of specific methods ( Cornwall and Jewkes, 1995 ) which emphasizes the importance of the knowledge and views of the community ( Leung et al. , 2004 ). Tools which focus on visualizations are commonly used in participatory approaches to assist in the process ( Cornwall and Jewkes, 1995 ; Rifkin et al. , 2000 ), and include mapping and diagrams ( Rifkin et al. , 2000 ). Methods used to develop an understanding of the causes of a problem include spider diagrams, problem walls ( International HIV/AIDS Alliance, 2005 ), flow diagrams ( Rifkin et al. , 2000 ), mind maps ( Start and Hovland, 2004 ) and also problem trees ( Anyaegbunam et al. , 2004 ). These are similar in intent and process, and offer the options of also identifying potential solutions.

Problem and solution trees (PASTs) have been extensively used in developing countries, in part because of their role in logical framework analysis (LFA), and their value is therefore widely recognized. LFA [and the similar objective oriented project planning ( Moussa, 2006 )] has become a key tool for a number of major international and bilateral donor agencies ( Aune, 2000 ; AusAID, 2003 ; Dey et al. , 2006 ). Initially LFA involved a matrix only, however it has expanded, and guidelines now include a number of additional tools, including PASTs (Norwegian Agency for Development Cooperation, 1996; DFID, 2002 ; AusAID, 2003 ).

Problem trees can help to ‘determine the root causes of the main problem’ ( ESCAP/UNDP/ADB, 2007 ), identify the effects and also possible solutions ( AusAID, 2003 ). PASTs have been recommended ( Callens and Seiffert, 2003 ) and used for assessing diet and nutrition problems ( Rutengwe, 2004 ).

Dietary problems in the Pacific Island countries are extensive, with extremely high rates of a number of micronutrient deficiencies, alongside significant and growing problems of overweight and other non-communicable diseases ( Coyne, 2000 ; Hughes, 2003 ). There is, however, a general lack of data within each country regarding the causes of these dietary and lifestyle problems, and with limited resources and capacity, little opportunity to develop any. Available evidence within the region suggests a combination of contributory factors, including policy, environment ( Swinburn and Raza, 1999 ; Gittelsohn et al. , 2003 ), cost ( Evans et al. , 2003 ), availability and preference ( Gewertz and Errington, 2007 ). The lack of information regarding the underlying causes may be hampering efforts to reduce these health problems, and identifying low cost ways to increase understanding of the issues would therefore be of benefit. This would allow locally relevant information to be used, instead of relying on global data. Problem tree analysis has been recommended and used within the region previously in regard to water issues ( Mahanty and Stacey, 2004 ), but not for diet.

This paper reports on the use of a modified problem and solution tree (mPAST) approach implemented through a participatory process in several Pacific Island countries to assist with understanding and tackling unhealthy diets.

The standard method of developing PASTs was modified to tailor it for use within a multi-stage research process in Fiji. The intent of using the PASTs was to identify potential interventions to improve NCD-related nutrition problems. Following its use in Fiji, it was then subsequently used in three other Pacific Island countries.

Standard methodology for developing problem and solution trees

The approach recommended for developing the tree is to work with a group of informed individuals or stakeholders in a workshop-style environment ( AusAID, 2003 ). The first step in the process of developing a problem tree is to reach agreement on the specific starting problem to be addressed ( AusAID, 2003 ), for example, high rates of anaemia in children.

The main word used to aid the development of a problem tree is ‘why’ ( Thunhurst and Barker, 1999 ; Anyaegbunam et al. , 2004 ), why does that situation occur. Beginning with the starting problem, the factors contributing to the problem are identified by the group, and then what underlies these and so on. This builds up levels or layers of underlying factors or determinants (represented as roots). The process can continue until the analysis reaches a point where solutions become apparent, or when a certain number of levels, commonly three, have been detailed. The impacts of the problem, such as poor growth, early death etc. are also identified (represented as branches and leaves). The entire tree can be displayed as a stylized tree drawing, or as a series of boxes interlinked by lines or arrows (Figure  1 ). Once the roots and branches have been completed, the final check is done to ensure that it ‘works’, that the statements are logical and reasonable, and that identified factors do lead to the starting problem being discussed. Once the problem tree has been completed, the solution or objective tree can be developed (Figure  2 ).

Classic problem tree.

Classic solution tree.

The ‘objective tree uses exactly the same structure as the problem tree, but with the problem statements (negatives) turned into objective statements (positives)’ ( AusAID, 2003 ). Most simply this is done by reversing the problem factor, so, for example, low intake of iron-rich foods is turned into high-intake. An entire solution tree which has the same number of solutions as there were problems is developed, not just focusing on one area ( Gross et al. , 1997 ), so all the possibilities are included. This ensures a more comprehensive assessment, although not all the actions would necessarily be taken ( Mahanty and Stacey, 2004 ). A stage of prioritization usually follows.

Modified problem tree and solution tree (mPAST) methodology for the Pacific Islands

The research in Fiji involved a multi-sectoral group of informed local stakeholders, and it was also expected that the process would increase their understanding of influences on diet.

The availability of the stakeholder group was limited, and therefore it was important to ensure that minimum time was spent for maximum gain. This meant that the process needed to be specific and also avoid overlapping with any of the other planned research steps. Based on this, there were three areas which seemed possible areas for modifications. The starting problem for developing the tree, could it be made more specific to the issues under consideration? Was there a need to develop both halves of the tree: causes and effects? Could the development of the solutions be simplified to reduce the need to develop an entire solution tree?

Starting the problem tree with something as non-specific as an unhealthy diet would have led to an overly complex tree, which would have been unwieldy and difficult to develop and might miss critical issues. Two modifications were therefore made: to develop a number of smaller trees and to provide the initial layer of factors. In order to develop a number of smaller trees, instead of one larger tree, the key components of an unhealthy diet were used as the starting problems. A tree was developed for each food type that was over or under-consumed, such as fruits, vegetables, oils and fish. To reduce the time needed, while also increasing the specificity, three issues were provided as the first layer: cost, supply and preference, as shown in Figure  3 . Cost or price, supply or accessibility and preference or choice are critical aspects of the food environment ( Glanz et al. , 2005 ) and all the relevant factors would fit into one of these three categories. This also ensured that they did not only focus on preference, but also considered environmental influences.

Starting layer for modified problem trees.

The time required was further reduced by focusing only on the causes of the problem and not the effects, only the lower half of Figure  1 . For the purposes of this research, the ‘impacts’ part of the standard problem tree was assumed to be known. Existing evidence regarding the effects of poor diets on non-communicable diseases ( WHO, 2003 ; WHO, 2005 ), and also the resulting economic ( Dalton and Crowley, 2000 ; Doran, 2003 ; Khaleghian, 2003 ) and social costs could be provided, rather than asking the group to generate this.

The final area of modification was in the development of the solution tree. The standard methodology requires at least as much time to develop the solution tree as the problem tree, although much of that time might be spent on only detailing the effects of a solution, rather than on generating ideas. The requirement to develop an entirely new solution or objective tree was therefore removed. Instead solutions were brainstormed only for the key underlying factors, and these were then placed adjacent to problem factors on the original problem tree, creating a combined tree. While this was done primarily to save time, it would also more easily allow for multiple solutions for any problem factor. Additionally, it allowed for the inclusion of ‘floating’ solutions, those which were not directly linked to a specific problem factor, but were felt to be relevant in affecting the underlying dietary problem.

The process of using the mPAST method was similar in the Pacific Island countries where it was used, and was consistent with standard problem tree and solution development. The method is quite simple, requiring an informed multi-sectoral group, facilitator and few materials. The process was guided by a facilitator who provided a quick initial introduction to the method, along with examples. The key guiding principles provided to the group to remember as they worked were that: problem factors could be gaps or inaction, the placement of lines/connectors was not critical and the focus was to be on identifying the problem factors and solutions. Additionally, the facilitator provided prompts and assistance when the participants became ‘stuck’, reminding them of the ‘why’ question.

The mPAST approach was used in four Pacific Island countries in 2007. This included the initially planned use in Fiji, and an additional three countries. Following its successful use in Fiji, it was decided to also use mPAST to assist in a project providing technical support to Samoa, Solomon Islands and Tuvalu, on increasing fruit and vegetable intake.

The mPAST approach was used in Fiji within the policy component of the Pacific OPIC (Obesity Prevention in Communities) Project. The process involved a local multi-sectoral stakeholder group who were asked to identify and then prioritize policy options. The mPAST was included at the beginning of the process in order to identify problem policy factors, develop potential solutions and also to heighten the understanding of the group regarding the relevance of multi-sectoral policies to diet.

The problem food categories which were used as the starting problems for the problem trees were identified by a small group of local nutritionists, based on available dietary surveys and professional judgements. Identified food types included under consumption of fruits and vegetables, and over consumption of sweetened drinks, oil and high-fat meats.

The multi-sectoral stakeholder group was requested to develop one tree for each problem food. They were advised to try to focus on identifying the policy issues; continuing up a line (branch) until they reached a policy issue, and then stopping. Any lines which did not appear to be leading to a policy issue were stopped early (see Figure  4 ).

Simplified example of modified problem and solution tree (mPAST) developed (solutions are shown in capitals in boxes).

Once the problem trees were completed, the stakeholders brainstormed solutions to the policy issues only, writing the solution on a coloured note which was then placed over the policy issue. Some policy ideas were generated which did not directly relate to a problem food category being discussed; however, these were included as ‘floating’ solutions. The solutions developed were then prioritized based on likely effectiveness, feasibility and acceptability.

While there were many differences between the trees, there were some similarities and overlap. This multiple tree approach and resulting overlap helped to ensure that the key problem policy factors were identified, and that no major ones were missed. The specific problem foods used as the starting point for the problem trees were initially questioned by a number of the stakeholders, as they were not present during the meeting with the nutritionists. As the trees developed, however, it was apparent that these starting points were only tools in the process, and would not dictate all the potential objectives and activities, and that many of the issues identified were relevant to a broad range of foods.

Samoa, Solomon Islands and Tuvalu

The mPAST approach was used in a WHO-funded project in these three countries, focused on increasing the intake of fruits and vegetables. The approach was included within multi-sectoral workshops in each country which aimed to increase the understanding of the participants regarding the importance of fruits and vegetables, and also to develop a national strategy for improving intake.

The process used was similar to that in Fiji, except that the starting food problems for the problem trees were low intakes of fruits and vegetables (and therefore no nutritionist expert group was needed). Instead of producing one modified problem tree for fruits and one for vegetables, they also developed separate trees for adults and children. This was intended to further structure the process and to simplify the trees. The country support was not focused only on policy approaches, and therefore the participants were asked to consider all factors involved. The rest of the process was the same as that used in Fiji.

Again while there were some similarities between the trees, splitting the topic over four trees did generate additional ideas, and some issues were specific to one tree only. For example, issues within the school setting were only identified on the trees for children, and seasonality was an issue only for fruit.

The processes

The use of the mPAST approach in these countries demonstrated its value. An example of a combined mPAST is provided in Figure  4 , with the solutions in boxes. In each of these four countries, the process led to the development of a more comprehensive set of recommended activities than had previously been considered. In particular, highlighting issues in areas such as finance and trade which had largely not been considered before, and ensuring a strong focus on environmental approaches. Evaluation showed that participants found the process interesting and informative, increasing their awareness of the range of issues involved and why there was a need for such a range of sectors to participate. It was a particularly useful experience for those participants from sectors other than health and agriculture, heightening their awareness of their own potential role, and the need for them to consider nutrition when implementing policies and activities.

The approach was simple to explain, and once provided with a few examples, the participants were quickly able to begin working on the trees, with very little assistance. The process of identifying the gaps was also straightforward, with a few reminders being sufficient to generate a significant number of problem gaps. In Fiji, it was found that a number of policy issues for one food were gaps for another food. Participants also identified a number of activities or policies where poor implementation was contributing to poor diets. The solution developed for these was to strengthen or modify implementation.

The trees are also valuable resources in themselves. In Fiji, for example, some sectors were absent during the first workshop. In individual meetings with those sectors afterwards a brief introduction to the trees led not only to those sectors requesting to participate in the remainder of the research process, but also in them generating additional ideas which could be added onto the trees.

The mPAST approach was used in four Pacific Island countries to assist with identifying areas for action in order to improve diets and reduce NCDs. A multi-sectoral group was guided through the process of developing the modified problem tree, and then the modified solution tree. In all cases, they were able to quickly identify a wide array of factors which could be contributing to poor diets, and to then develop potential solutions. The solutions targeted individuals and the environment, across a range of sectors such as finance, education, trade, agriculture, fisheries and planning.

PASTs have previously been used independently of logical framework analysis ( Barker et al. , 1998 ; Williams et al. , 2007 ), and are included within a number of participatory method guides ( Anyaegbunam et al. , 2004 ; International HIV/AIDS Alliance, 2005 ), including ones developed by FAO ( Callens and Seiffert, 2003 ; Food and Agriculture Organization, 2005 ). Their use, therefore, is well established in participatory approaches, and within the health field.

Participatory approaches are more action-oriented research methods than many more traditional methods ( Cornwall and Jewkes, 1995 ), and are therefore especially relevant for practical planning in a country ( World Bank, 2006 ). Stakeholder views are also becoming more acceptable as forms of evidence within public health, particularly for obesity prevention ( Swinburn et al. , 2005 ) and in policy development activities ( World Bank, 2006 ).

Problem trees should not be confused with causal models, although sometimes the names are used interchangeably ( Gross et al. , 1997 ). Problem trees are simpler to develop than causal webs, and only intend to capture the most significant issues, rather than all the issues. The focus is on increasing understanding and developing solutions, and there is no requirement to prove a relationship or to indicate the size of an effect as there is in causal systems ( Newell et al. , 2007 ; Vandenbroeck et al. , 2007 ). Problem trees are also intended to be developed through participatory processes, rather than just by ‘specialist experts’. Causal webs for obesity have been developed ( Kumanyika, 2001 ), however, developing these models can be extremely time-consuming and complex, as is apparent from the recently released Foresight obesity systems model ( Vandenbroeck et al. , 2007 ).

The mPAST method suggested in this paper offers a number of advantages for developing strategies to improve diets, which may be of relevance in other small countries. The structuring of the problem into a number of smaller categories provides a clearer and more manageable task for stakeholders and results in simpler and easier to understand trees. Developing a number of PASTs may also ensure that critical issues are not missed. Smaller trees can be developed for population sub-groups (such as age groups or geographic locations) or for specific food categories or types.

Providing an initial layer of the tree (cost, supply and preference) minimizes the risks that it will become overly focused on just preference factors such as culture and knowledge. This is a common problem in the Pacific region ( Hughes, 2003 ; Hughes and Lawrence, 2005 ) and also elsewhere.

Only including the causes and not the effects did not appear to affect the development process of the trees, it did however reduce the time needed and simplify the final appearance of the trees. The modification to the classic method for developing a solution tree, also offered advantages in terms of time and clarity. The final combined solution and problem trees were clear and easy to interpret. Solutions are not always associated with a specific problem factor or identified determinant ( Robinson and Sirard, 2005 ), and therefore allowing the inclusion of ‘floating’ solutions which were not attached to specific problems was also beneficial. This also removes the necessity found within standard solution trees to have logic in reading between layers; so that it should be possible to see that any solution can lead via series of steps back to the ultimate desired change.

The use of the problem tree in identifying areas of potential action to improve diets offers a number of benefits. The process can be undertaken when minimal data exists on the underlying factors involved in poor diets, and is therefore of particular use in resource-poor settings. The method provides a systematic approach to understanding diets and to identifying practical solutions to the problems. While it is unlikely to identify all the issues involved, it is unlikely to miss any significant ones. It is difficult though to assess how comprehensive the process is, as no gold standard method exists for undertaking this type of process. It is likely to identify a more comprehensive range of factors and interventions, than might otherwise have been considered. The process of developing a problem tree can also lead to a deeper understanding of the situation by those involved in the process, and is therefore a useful method of engaging with stakeholders, and building their capacity. The process is likely to be less effective and comprehensive if there is poor representation from key sectors.

We consider that the use of modified PASTs can be valuable in developing understanding about the factors involved in poor diets and in generating potential strategies to improve diets. The process can easily be incorporated into the development of strategies nationally and is likely to generate a more comprehensive set of interventions than might otherwise have been achieved.

Funding for this work was provided by NHMRC (Fiji) and World Health Organisation (Samoa, Solomon Islands and Tuvalu).

The involvement and participation of the multi-sectoral groups in Fiji, Samoa, Solomon Islands and Tuvalu are gratefully acknowledged.

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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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Create better problem tree diagrams with the features you need

Sticky notes & text

Add ideas, action items, and more as a sticky note or text box — then change the colors and cluster to identify patterns and new solutions.

Anonymous voting

Gain consensus and reach alignment quickly, either in real time or asynchronously.

Tags on sticky notes

Customizable labels make it easy to find, organize, and categorize your work in a mural.

Keep collaboration moving forward with a timer to structure and time-box activities.

Summon collaborators

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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

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The Logic Tree: The Ultimate Critical Thinking Framework

Critical Thinking: Problem-Solving

Problem-solving is a central business skill, and yet it's the one many people struggle with most. This course will show you how to apply critical thinking techniques to common business examples, avoid misunderstandings, and get at the root of any problem.

Logical thinking is the most valuable asset any business professional can have. That's why logic trees are such a valuable tool—they can help you identify a problem, break it down, and build it back up to a solution.

MECE Principle

Using the MECE principle can help ensure you categorize without gaps or overlaps. Check out this course from GLOBIS Unlimited for a practical demonstration of how it works!

If you work in business—any aspect of a business, from R&D to sales to back-office data entry—you’ve probably experienced an unpleasant surprise or two. Not every marketing campaign boosts sales the way we want. Not every event has the turnout we hope for. Not every promotion we expect comes our way.

Particularly with problems that have fiscal casualties, you’ll want to do a little analysis and find out what happened. And one of the absolute best tools to apply to your analysis is critical thinking.

Critical thinking applies logic to solve problems systematically. According to the World Economic Forum’s “Future of Jobs Report” in 2020, “The top skills . . . which employers see as rising in prominence in the lead up to 2025 include . . . critical thinking and analysis, as well as problem-solving.”

And 2020 wasn’t the first year critical thinking made the list.

When it comes to problem-solving, logic trees are a go-to critical thinking framework. Done right, they’ll get you to the root of a problem (pun intended) and even help you find solutions.

What is a logic tree?

A logic tree takes a complex problem and breaks it up systematically, drilling down into smaller, more manageable components. If you’ve seen an image like this, you’ve seen a logic tree:

Looks pretty simple, right? It is! But there are some important rules to follow to make sure your logic tree grows up big and strong—and, more importantly, leads you to the answers you seek.

The Logic Tree and the Case of the Missing Sandwich

Logic trees are often used for complex issues, which is why they’re also called “issue trees” or “decision trees.” But consider a simple (though still frustrating) problem faced by many office workers in the days before COVID-19 . . .

It’s lunchtime at your workplace, so you head to the office fridge—only to find your lunch is gone. You stare in disbelief at the empty space where your sandwich should be. A mocking smudge of condensation stares back.

As you are a logical person (not prone to throwing tantrums), you decide to approach this problem with critical thinking . You march back to your desk, grab a pen and paper, and write down four words: “Who took my sandwich?”

You’ve planted your logic tree.

Decide what you really need to know.

Before you jump into the branches, remind yourself that logic trees stem from problems—but knee-jerk responses often misidentify problems. So once you’ve got your initial question down, take a step back. Is there a branch that should have come before the first one you made?

Setting aside the sandwich problem for just a moment, consider you’re exploring a different issue: “How can I get promoted?” Think about the reason you’re asking that question. What’s the actual problem you need to solve?

Maybe you should have asked, “How can I earn more money?” That opens far more possibilities than just getting promoted—you could look for another job, start a side business, or invest in your buddy’s startup. “How can I get promoted?” becomes just one branch on a bigger tree.

This is how logic trees (and critical thinking in general) not only help you identify solutions, but think outside the box —innovate.

Beware emotional bias in the branches.

You decide to start your logic tree with “Who took my sandwich?” From that root problem, you might break up the question into its seemingly logical components: “someone inside the office ate my sandwich” (Mary Anne, maybe? Or Phil?) and “someone came in off the street and stole it” (a hungry ninja, perhaps?).

Already, your logic tree is telling you something important.

The fact that you’ve defined the first two branches of your logic tree as “culprit here or there” means you’re sure there’s a thief in your midst. You’ve (perhaps subconsciously) ruled out the possibility that you forgot your sandwich at home or left it on the bus. The logic tree you’ve started will also not remind you if you didn’t make a lunch at all today because you’ll be eating out with Mary Anne and Phil.

Logic trees will only tell you what you ask them to tell you. They can only answer the questions you lay down. Don’t let your emotions limit the possibilities. Try to be aware of the assumptions you’re baking in.

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3 Ways the MECE Principle Makes Data Organization Easy

Apply MECE to the branches of your logic tree.

Now that you’ve got your first two branches, you set to work breaking them down further. This is a good time to remember to follow the MECE principle . MECE stands for “mutually exclusive, collectively exhaustive.” In other words, it means you want to build the branches of your logic tree without gaps or duplicates.

Remember, logic trees are a critical thinking tool, and critical thinking is about systematic problem-solving. The MECE component of logic trees helps keep the system clean by eliminating possibilities, which increases efficiency toward finding an answer.

For example, if one branch says, “Someone in the office took my sandwich” and another says, “Someone on this floor took my sandwich,” you’re setting yourself up for some overlap. (Surely, this floor is in the office, no?)

It seems unlikely that someone came in off the street and took your sandwich, so you focus on the other possibility: an inside job. That leads to two new MECE-friendly branches: someone from your team, or someone from another team? Then more branches under those: Someone who decided your lunch looked way more delicious than their own, or someone who innocently mistook your lunch for theirs?

Aha! Looking at the breakdown, the answer strikes you. You bought that sandwich from Sandwich Heaven—the same place your teammate Rick sometimes buys his lunch. You check the fridge again, and sure enough, there’s another sandwich almost identical to yours (except this one has tomato, gross).

Don’t expect logic trees to end with “the answer.”

Logic trees aren’t about quick fixes. They’re about training your mind to reach reliable solutions.

While you may be tempted to rush off and have a chat with Rick about stealing your sandwich, it’ll serve you much better to reflect on why he took your sandwich in the first place. You and Rick bought sandwiches from the same shop, which makes it easy to mix them up. That may be the answer—but is it a solution ?

At the end of your logic tree, pose some further questions: Should you and Rick decide to put your sandwiches on different shelves in the fridge? Should you make it a point to label yours with your name? Or should you stop going to Sandwich Heaven every day?

This follow-up is important, even for logic trees targeting more serious issues. If you’re trying to determine why sales are down, perhaps your logic tree will reveal you’re targeting the wrong customers. In that case, what steps can you take to reset your targets?

The Payoff of Learning Logic Trees

While they might sound like a lot of work (and yes, they can be a bit overwhelming at first), logic trees can actually save you a lot of time once you get the hang of them. Even better, you don’t have to slave away at mastering them on your own. There’s no reason a logic tree needs to be a solitary activity (even if you’re hunting down a sandwich thief).

In fact, if you’re working on a critical business issue, you really shouldn’t try to go it alone. Ask your boss, your team, a consultant, or another colleague to review your work. They don’t even have to understand the problem in depth—the point is to get a fresh pair of eyes on your logic tree and, by extension, your problem.

Finally, keep in mind that there’s no guarantee a logic tree will bring you to the perfect answer. What they will do is train your critical thinking skills and help widen your view of the problems you face.

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Decision Tree Examples: Problems With Solutions

On this page:

• What is decision tree? Definition.
• 5 solved simple examples of decision tree diagram (for business, financial, personal, and project management needs).
• Steps to creating a decision tree.

Let’s define it.

A decision tree is a diagram representation of possible solutions to a decision. It shows different outcomes from a set of decisions. The diagram is a widely used decision-making tool for analysis and planning.

The diagram starts with a box (or root), which branches off into several solutions. That’s way, it is called decision tree.

Decision trees are helpful for a variety of reasons. Not only they are easy-to-understand diagrams that support you ‘see’ your thoughts, but also because they provide a framework for estimating all possible alternatives.

In addition, decision trees help you manage the brainstorming process so you are able to consider the potential outcomes of a given choice.

Example 1: The Structure of Decision Tree

Let’s explain the decision tree structure with a simple example.

Each decision tree has 3 key parts:

• a root node
• leaf nodes, and

No matter what type is the decision tree, it starts with a specific decision. This decision is depicted with a box – the root node.

Root and leaf nodes hold questions or some criteria you have to answer. Commonly, nodes appear as a squares or circles. Squares depict decisions, while circles represent uncertain outcomes.

As you see in the example above, branches are lines that connect nodes, indicating the flow from question to answer.

Each node normally carries two or more nodes extending from it. If the leaf node results in the solution to the decision, the line is left empty.

How long should the decision trees be?

Now we are going to give more simple decision tree examples.

Example 2: Simple Personal Decision Tree Example

Let’s say you are wondering whether to quit your job or not. You have to consider some important points and questions. Here is an example of a decision tree in this case.

Download  the following decision tree in PDF

Now, let’s deep further and see decision tree examples in business and finance.

Example 3: Project Management Decision Tree Example

Imagine you are an IT project manager and you need to decide whether to start a particular project or not. You need to take into account important possible outcomes and consequences.

The decision tree examples, in this case, might look like the diagram below.

Download  the following decision tree diagram in PDF.

Don’t forget that in each decision tree, there is always a choice to do nothing!

Example 4: Financial Decision Tree Example

When it comes to the finance area, decision trees are a great tool to help you organize your thoughts and to consider different scenarios.

Let’s say you are wondering whether it’s worth to invest in new or old expensive machines. This is a classical financial situation. See the decision tree diagram example below.

Download it.

The above decision tree example representing the financial consequences of investing in old or new machines. It is quite obvious that buying new machines will bring us much more profit than buying old ones.

Need more decision tree diagram examples?

Example 5: Very Simple Desicion Tree Example

As we have the basis, let’ sum the steps for creating decision tree diagrams.

Steps for Creating Decision Trees:

1. Write the main decision.

Begin the decision tree by drawing a box (the root node) on 1 edge of your paper. Write the main decision on the box.

2. Draw the lines 

Draw line leading out from the box for each possible solution or action. Make at least 2, but better no more than 4 lines. Keep the lines as far apart as you can to enlarge the tree later.

3. Illustrate the outcomes of the solution at the end of each line.

A tip: It is a good practice here to draw a circle if the outcome is uncertain and to draw a square if the outcome leads to another problem.

4. Continue adding boxes and lines.

Continue until there are no more problems, and all lines have either uncertain outcome or blank ending.

5. Finish the tree.

The boxes that represent uncertain outcomes remain as they are.

A tip: A very good practice is to assign a score or a percentage chance of an outcome happening. For example, if you know for a certain situation there is 50% chance to happen, place that 50 % on the appropriate branch.

When you finish your decision tree, you’re ready to start analyzing the decisions and problems you face.

How to Create a Decision Tree?

In our IT world, it is a piece of cake to create decision trees. You have a plenty of different options. For example, you can use paid or free graphing software or free mind mapping software solutions such as:

• Silverdecisions

The above tools are popular online chart creators that allow you to build almost all types of graphs and diagrams from scratch.

Of course, you also might want to use Microsoft products such as:

And finally, you can use a piece of paper and a pen or a writing board.

Advantages and Disadvantages of Decision Trees:

Decision trees are powerful tools that can support decision making in different areas such as business, finance, risk management, project management, healthcare and etc. The trees are also widely used as root cause analysis tools and solutions.

As any other thing in this world, the decision tree has some pros and cons you should know.

Advantages:

• It is very easy to understand and interpret.
• The data for decision trees require minimal preparation.
• They force you to find many possible outcomes of a decision.
• Can be easily used with many other decision tools.
• Helps you to make the best decisions and best guesses on the basis of the information you have.
• Helps you to see the difference between controlled and uncontrolled events.
• Helps you estimate the likely results of one decision against another.

Disadvantages:

• Sometimes decision trees can become too complex.
• The outcomes of decisions may be based mainly on your expectations. This can lead to unrealistic decision trees.
• The diagrams can narrow your focus to critical decisions and objectives.

Conclusion:

The above decision tree examples aim to make you understand better the whole idea behind. As you see, the decision tree is a kind of probability tree that helps you to make a personal or business decision.

In addition, they show you a balanced picture of the risks and opportunities related to each possible decision.

If you need more examples, our posts fishbone diagram examples and Venn diagram examples might be of help.

About The Author

Silvia Valcheva

Silvia Valcheva is a digital marketer with over a decade of experience creating content for the tech industry. She has a strong passion for writing about emerging software and technologies such as big data, AI (Artificial Intelligence), IoT (Internet of Things), process automation, etc.

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Why RAG won’t solve generative AI’s hallucination problem

Hallucinations — the lies generative AI models tell, basically — are a big problem for businesses looking to integrate the technology into their operations.

Because models have no real intelligence and are simply predicting words, images, speech, music and other data according to a private schema , they sometimes get it wrong. Very wrong. In a recent piece in The Wall Street Journal, a source recounts an instance where Microsoft’s generative AI invented meeting attendees and implied that conference calls were about subjects that weren’t actually discussed on the call.

As I wrote a while ago, hallucinations may be an unsolvable problem with today’s transformer-based model architectures. But a number of generative AI vendors suggest that they can be done away with, more or less, through a technical approach called retrieval augmented generation, or RAG.

Here’s how one vendor, Squirro, pitches it :

At the core of the offering is the concept of Retrieval Augmented LLMs or Retrieval Augmented Generation (RAG) embedded in the solution … [our generative AI] is unique in its promise of zero hallucinations. Every piece of information it generates is traceable to a source, ensuring credibility.

Here’s a similar pitch from SiftHub:

Using RAG technology and fine-tuned large language models with industry-specific knowledge training, SiftHub allows companies to generate personalized responses with zero hallucinations. This guarantees increased transparency and reduced risk and inspires absolute trust to use AI for all their needs.

RAG was pioneered by data scientist Patrick Lewis, researcher at Meta and University College London, and lead author of the 2020 paper that coined the term. Applied to a model, RAG retrieves documents possibly relevant to a question — for example, a Wikipedia page about the Super Bowl — using what’s essentially a keyword search and then asks the model to generate answers given this additional context.

“When you’re interacting with a generative AI model like ChatGPT or Llama and you ask a question, the default is for the model to answer from its ‘parametric memory’ — i.e., from the knowledge that’s stored in its parameters as a result of training on massive data from the web,” David Wadden, a research scientist at AI2, the AI-focused research division of the nonprofit Allen Institute, explained. “But, just like you’re likely to give more accurate answers if you have a reference [like a book or a file] in front of you, the same is true in some cases for models.”

RAG is undeniably useful — it allows one to attribute things a model generates to retrieved documents to verify their factuality (and, as an added benefit, avoid potentially copyright-infringing regurgitation ). RAG also lets enterprises that don’t want their documents used to train a model — say, companies in highly regulated industries like healthcare and law — to allow models to draw on those documents in a more secure and temporary way.

But RAG certainly  can’t stop a model from hallucinating. And it has limitations that many vendors gloss over.

Wadden says that RAG is most effective in “knowledge-intensive” scenarios where a user wants to use a model to address an “information need” — for example, to find out who won the Super Bowl last year. In these scenarios, the document that answers the question is likely to contain many of the same keywords as the question (e.g., “Super Bowl,” “last year”), making it relatively easy to find via keyword search.

Things get trickier with “reasoning-intensive” tasks such as coding and math, where it’s harder to specify in a keyword-based search query the concepts needed to answer a request — much less identify which documents might be relevant.

Even with basic questions, models can get “distracted” by irrelevant content in documents, particularly in long documents where the answer isn’t obvious. Or they can — for reasons as yet unknown — simply ignore the contents of retrieved documents, opting instead to rely on their parametric memory.

RAG is also expensive in terms of the hardware needed to apply it at scale.

That’s because retrieved documents, whether from the web, an internal database or somewhere else, have to be stored in memory — at least temporarily — so that the model can refer back to them. Another expenditure is compute for the increased context a model has to process before generating its response. For a technology already notorious for the amount of compute and electricity it requires even for basic operations, this amounts to a serious consideration.

That’s not to suggest RAG can’t be improved. Wadden noted many ongoing efforts to train models to make better use of RAG-retrieved documents.

Some of these efforts involve models that can “decide” when to make use of the documents, or models that can choose not to perform retrieval in the first place if they deem it unnecessary. Others focus on ways to more efficiently index massive datasets of documents, and on improving search through better representations of documents — representations that go beyond keywords.

“We’re pretty good at retrieving documents based on keywords, but not so good at retrieving documents based on more abstract concepts, like a proof technique needed to solve a math problem,” Wadden said. “ Research is needed to build document representations and search techniques that can identify relevant documents for more abstract generation tasks. I think this is mostly an open question at this point.”

So RAG can help reduce a model’s hallucinations — but it’s not the answer to all of AI’s hallucinatory problems. Beware of any vendor that tries to claim otherwise.