1. Diagnosing the problem

1.4 Summary

In this chapter, we have discussed:

  • how to define a problem, using diagnostic tools such as the ‘five whys’ for a first approximation of the problem and a fishbone diagram for more detailed diagnosis;
  • how to analyse stakeholders of a problem, using an interest and influence matrix for mapping where different interests and influences lie;
  • how to diagnose and respond to complexity, learning how to differentiate between centralised and distributed capacity, agreed and divergent goals and certain and uncertain change pathways; and,
  • finally, how to assess wider systemic factors, through the use of five questions.

It will be important to document this analysis: keeping the maps and diagrams you have produced, the analysis you have done and the conclusions you have drawn from all of this. Some of the analysis may be in the form of a narrative document (such as in Boxes 6-8) to the level of detail you require. Others, such as key conclusions and actions from the workshops, may take the form of bullet pointed action lists that set out what you intend to do and by when. Not only will you need to refer to all your documents again, but also it can be helpful to share your analysis with others as you begin to engage with them.