1. Needs tree introduction
Skopje, 24/09/2018

2. Learning Outcomes
To improve analytical capabilities and self- analysis attitude
To improve problem solving skills
To improve planning skills and monitoring results
To improve self-evaluation
To learn management tools

3. From Problem Tree method to Needs Tree
The Problem Tree Analysis belongs to the family of participatory planning techniques, in which all parties involved identify and analyse the needs together.
Participatory methods aim to create ownership and commitment among the involved parties

4. Three stages
the analysis of problems related to the subject (the image of reality);
the analysis of objectives (the image of a future, improved situation);
the analysis of strategies (the comparison of different chains of objective)

5. Problem analysis
• verification of the subject of analysis; • identification of problems related to the subject; make and inventory of all problems perceived by all participants in the workshop; • establishment of a cause-effect hierarchy between the problems; • visualisation of the cause-effect relations in a diagram.

6. Problem analysis

7. Problem analysis

8. Don’ts: No big balloons or big vague concepts, e. g
Don’ts: No big balloons or big vague concepts, e.g. no infrastructure No absent solutions (danger: you block alternatives), e.g. we have a lack of money and I can’t go to school No non- existing problems, e.g. no existence of NGOs No formulation of interpretations, e.g. the government is lazy
Do’s
But Be precise, e.g. lack of easy public transport
Instead, the problem is: school fees are not affordable
But The problem now is that there is no knowledge on how to run an NGO
But, the government does not issue formal validations

9. Objectives analysis
After the problem analysis follows the analysis of objectives. This analysis includes: • the translation of the negative situations in the problem tree into a realised positive state (the objectives) for example, 'lack of public transport’ ' is converted into 'improved public transport’; • verification of the hierarchy of objectives; • visualisation of means-end relationships in a diagram.

10. Analysis of strategy
After having formulated the desired future situation the selection of possible interventions starts. To analyse the strategies for implementation the following steps are taken: • identification of the different possible groups of objectives contributing to a higher objective (clustering); • choice of a strategy for the intervention, choosing the scope of the project (scoping).

11. Conclusions
The main output of the exercise is a tree-shaped diagram in which the trunk represents the focal problem, the roots represent its causes and the branches its effects. Such a problem tree diagram creates a logical hierarchy of causes and effects and visualizes the links between them. It creates a summary picture of the existing negative situation.

12. Characteristics Participatory Creative Interactive Eye-opening Fun
Non-formal

13. Needs tree
Skopje, 28/09/2018

14. Problem tree
The Problem Tree Analysis belongs to the family of participatory planning techniques, in which all parties involved identify and analyse the needs together.
Participatory methods aim to create ownership and commitment among the involved parties

15. The Problem tree
The main output of the exercise is a tree-shaped diagram in which the trunk represents the focal problem, the roots represent its causes and the branches its effects.
Such a problem tree creates a logical hierarchy of causes and effects and visualizes the links between them.
It creates a summary picture of the existing negative situation.

16. Problem tree

17. Problem tree

18. Task 1 Split in 2 groups (as much mixed as possible)
Choose a name for your group
15 minutes: think and discuss about “problems” related to your role as a trainer

19. Task 2 Define the core problem (focal problem or central point)
Write it down on a paper
Formulate the causes effects (consequences) of the core problem, and put them on the post it above or below the core problem according to the causes/effect relationship

20. Hints Be careful about how you describe the problems:
“lack of money to go to school”
Instead: “Fees school are not affordable” could open up discussion about other ways to answer the problem:

21. Present the problem tree…

22. Any questions for the other group?

23. Switch the groups!

24. Objective tree
Reformulate the negative situations into positive situations that are desirable and realistically achievable
E.g. “teenager drop out”, is converted into “teenagers complete the school”
10 min

25. Action wanted
How will you determine your priority for the intervention?
What resources do you have as a group?
What areas can you influence and for what are you responsible? Is this your ‘line of control’?
Does this reflect how you think change happens ?

26. Action wanted Switch the groups! The group will
Go back to the Problem tree they have developed
Read, discuss and adjust if necessary the solutions found by the other group
Develop an Action Plan by reflecting on “what skills and experience can we offer to address the ‘problems’ and reach the “objectives”?

27. Action plan Choose 2 specific objectives and develop an action plan.
Be specific: add timeframe and indicators 
10 min

28. Action plan
Share it

29. Why the problem tree?

30. Why the problem tree?
The heart of the exercise is the discussion, debate and dialogue that is generated as factors are arranged and re-arranged
To develop a shared perception of problems
To enhance engagement and commitment among all participants: learners, trainers, school directors, families…
To enhance critical thinking
To improve active citizenship
Autonomy Belonginess Competence, and…

31. And…

32. And
The problem can be broken down into manageable and definable chunks.
This allows a clearer prioritisation of factors and helps focus objectives;

33. The process of analysis helps to build a shared sense of Understanding
To conclude…
The process of analysis helps to build a shared sense of Understanding
Purpose
Action

34. Obrigada
Tank
Merci
Grazie Thanks
Falla
Dank Gracias