7/27/2019 Tipd Undertaking a Swot Analysis (1)

1/2

Undertaking a SWOT analysis

This checklist is for those carrying out a SWOT analysis, SWOT being the acronym for Strengths,Weaknesses, Opportunities and Threats. It is a simple, much-used technique which can help to prepareor amend plans, in problem soling and decision making.

DefinitionSWOT analysis is a general technique which can be applied across dierse functions and actiities, but itis particularly appropriate to the early stages of planning for a TI!" isit. !erforming a SWOT analysisinoles the generation and recording of the strengths, weaknesses, opportunities, and threats in relationto a particular task or ob#ectie. It is customary for the analysis to take account of internal resources andcapabilities $strengths and weakness% and factors e&ternal to the organisation $opportunities and threats%.

BenefitsSWOT analysis can proide'

a framework for identifying and analysing strengths, weaknesses, opportunities and threats

an impetus to analyse a situation and deelop suitable strategies and tactics

a basis for assessing core capabilities and competences

the eidence for, and cultural key to, change

a stimulus to participation in a group e&perience.

Action checklist

1. Establish the objectivesThe first key step in any pro#ect' is to be clear on what you are doing and why. The purpose of conductinga SWOT may be wide or narrow, general or specific.

. Select a!!ro!riate contrib"torsImportant if the final outcome is to result from consultation and discussion, not #ust personal iews,

howeer e&pert.

#. Allocate research and infor$ation gathering tasks(ackground preparation is a ital stage for the subsequent analysis to be effectie, and should be diidedamong the SWOT participants. This preparation can be carried out in two stages' e&ploratory, followed bydata collection, and detailed, followed by a focused analysis. )athering information on Strengths andWeaknesses should focus on the internal factors of skills, resources and assets, or lack of them.)athering information on Opportunities and Threats should focus on the e&ternal factors oer which youhae little or no control, such as social or economic factors.

%. &reate a 'orksho! environ$entIf compiling and recording the SWOT lists takes place in meetings, then do e&ploit the benefits ofworkshop sessions. *ncourage an atmosphere conducie to the free flow of information and to

participants saying what they feel to be appropriate, free from blame. The leader + facilitator has a key roleand should allow time for free flow of thought, but not too much. alf an hour is often enough to spend, fore&ample, on Strengths, before moing on. It is important to be specific, ealuatie and analytical at thestage of compiling and recording the SWOT lists - mere description is not enough.

(. )ist StrengthsStrengths can relate to the group, to the enironment, to perceptions, and to people. !eople elementsinclude the skills, capabilities and knowledge of participants. Other people strengths include'

friendly, cooperatie and supportie participants

appropriate leels of inolement through delegation and trust.

*. )ist WeaknessesThis session should not constitute an opportunity to focus on the negatie but be an honest appraisal ofthe way things are. ey questions include'

what obstacles may preent progress/

which elements need strengthening/

7/27/2019 Tipd Undertaking a Swot Analysis (1)

2/2

are there any real weak links in the chain/

It is not unusual for !eople problems - poor communication, inadequate leadership, lack of motiation,too little delegation and no trust - to feature among the ma#or weaknesses.

+. )ist O!!ort"nitiesThis step is designed to assess the socio-economic, enironmental and demographic factors, among

others, to ealuate the benefits they may bring to the TI!" isit. *&amples include' the aailability of new technology

(ear in mind #ust how long opportunities might last and how the group may take best adantage of them.

,. )ist ThreatsThe opposite of Opportunities - which may, with a shift of emphasis or perception, hae an aderseimpact.Weighing threats against opportunities is not a reason to indulge in pessimism0 it is rather a question ofconsidering how possible negatie e&perience may be limited or eliminated. The same factors mayemerge as both a threat and an opportunity, for e&ample, Information Technology. 1ost e&ternal factorsare in fact challenges, and whether the groups perceies them as opportunities or threats is often aaluable indicator of morale.

-. Eval"ate listed ideas against ObjectivesWith the lists compiled, sort and group facts and ideas in relation to the ob#ecties. It may be necessaryfor the SWOT participants to select their fie most important items from the list in order to gain a wideriew. 2larity of ob#ecties is key to this process, as ealuation and elimination will be necessary to cull thewheat from the chaff. 3lthough some aspects may require further information or research, a clear pictureshould, at this stage, start to emerge in response to the ob#ecties.

1. &arry yo"r findings for'ard1ake sure that the SWOT analysis is used in subsequent planning. 4eisit your findings at suitable timeinterals e.g. on return from you isit to check that they are still alid.

Dos and don/ts for SWOT analysis

Do

(e analytical and specific.

4ecord all thoughts and ideas in stages 5-6.

(e selectie in the final ealuation.

2hoose the right people for the e&ercise.

2hoose a suitable SWOT leader or facilitator.

Don/t

Try to disguise weaknesses.

1erely list errors and mistakes.

7ose sight of e&ternal influences and trends.

3llow the SWOT to become a blame-laying e&ercise.

Ignore the outcomes at later stages of the planning process.

0OTE

Outcomes from pre-departure SWOT analyses can be sent to the (ritish 2ouncil for referral to oerseashosts, if the process is completed in good time. Otherwise professional programmes will be deised onthe basis of aims and ob#ecties summarised from the group pro#ect proposal $TI!"8% and indiidualteacher application forms $TI!"5s%.