The McKinsey Engagement : A Powerful Toolkit For More Efficient and Effective Team Problem Solving by Friga Ph.D Paul N

Author:Friga Ph.D, Paul N.
Language: eng
Format: mobi
Publisher: McGraw-Hill
Published: 2008-11-11T16:00:00+00:00

RULE 2: DEVELOP THE ISSUE TREE

Once the key question has been clearly articulated, the next step is to create an issue tree that will help organize the analysis of options. Since this is covered fairly thoroughly in The McKinsey Mind, I will touch on it only lightly here and focus my energy on discussing ways to implement the ideas on a project. There are essentially two types of issue trees: information trees and decision trees. The starting point is the information tree, which is used to quickly get a sense of the situation under investigation. The decision tree will be elaborated upon in the next Rule of Engagement, "Formulate Hypotheses." The information tree is basically a listing of the key pieces of the current situation. Another way to think of this is that the information tree should summarize, "What is going on?" whereas the decision tree asks, "What can we do?"

An important element of issue tree creation is the concept of MECE. MECE thinking is universally applied at McKinsey and many other top consulting firms. Essentially, MECE is a way of organizing any list in such a way that it has "no gaps and no overlaps." For example, if we were to lay out "buckets" for an investigation related to a profitability project, we would probably draw the issues as shown in Figure 5-2.

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