Tag Archives: Issue Tree

01-Structuring a problem, issue trees, problem statement, scoping

Some More Analysis Frameworks

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In our first semester we learned about issue trees in MP and event trees in DDA and how they help break-down problem statements into solvable nuggets. In addition to these trees, here are three more analytical frameworks to breakdown problems:

  • Means-ends networks: The initial problem statement is broken down by identifying all the obstacles that hinder reaching the goal. Then develop an action to get past this obstacle and in turn identify new obstacles that would thwart this plan. When all of these levels’ impediments are addressed, the overall problem statement should be solved.1
  • Objective hierarchy: Another hierarchical structure where a broad objective is developed out of the problem statement at the highest level. This objective is broken down into narrower objectives. As the objectives get narrower they take the form of actions, therefore they are called ‘means objectives’.2

Consequence tables: This structure is useful in comparing multiple options. List the multiple alternatives on one axis of the table and attributes to compare on the other axis. Give each alternative a rating for each attribute (the rating being relative to that of the other alternatives). Color coding the ratings based on different thresholds visually helps in comparing the alternatives.3

Looking back at our past two MP project I feel as though a means-end network would have been very beneficial (in addition to the issue trees we developed). There were several obstacles in both the Carlos Museum and Delta projects that needed to be sorted out and solved at a basic level.

Sources:

  1. http://www.bcp.psych.ualberta.ca/~mike/Pearl_Street/Dictionary/contents/M/meansends.html
  2. http://www.fs.fed.us/psw/topics/fire_science/craft/craft/Four_stages/Objectives/Objectives_hierarchy_tutorial.htm
  3. http://www.structureddecisionmaking.org/steps/step4consequences/consequences2/
01-Structuring a problem, 06-Building a case, evaluating evidence, issue trees, problem statement, scoping

A Recap on the Strategic Problem-Solving Model

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Oftentimes, we can be inundated with information from work, school, and other obligations. We have covered a lot of this information in our MP course, but it is good information to look at and keep in mind when faced with trying to solve a problem in your business. McKinsey has developed a strategic problem-solving model that is specifically set in place to help MBA students build knowledge and skillsets in strategy.

Here is McKinsey’s strategic problem-solving model:

We must first start with defining the problem and determining what information is required to expand your research on that problem. This is where you “frame the problem” and then develop a hypothesis based on that problem. At this step, we develop an issue tree to break down our ideas into smaller components.

Once you develop an issue tree, you need to sort out the information into what you know and what you don’t know. Then you seek out more information on those topics that you don’t know by using fact-finding and interviewing techniques to gather information.

Here are a few tips to keep in mind when following this problem-solving model:

  • Be sure to follow facts, not intuition
  • Figure out the underlying issue before diving into the project
  • Don’t reinvent the wheel; follow the frameworks given to you
  • Look to other resources to help guide you with your research
  • Garbage in = garbage out
  • First, look at the annual report, then outliers in data as well as best practices in the industry

For more information on this strategic problem-solving model, be sure to visit http://www.webpages.uidaho.edu/~mbolin/donaldson.html.