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1、SWOT Analysis: Strengths, Weaknesses, Opportunities, and ThreatsContributed by Val RenaultEdited by Jerry SchultzMain SectionWhat is a SWOT analysis and why should you use one?When do you use SWOT?What are the elements of a SWOT analysis?How do you create a SWOT analysis?How do you use your SWOT ana

2、lysis?Yin and yang. Sweet and sour. Night and day. Strength and weakness. Opposites are a fact of life. If you know how to take stock of the oppositions within and without your effort or group, you are more likely to plan and act effectively. Thats where the SWOT team comes in. Unlike the law and or

3、der SWAT team (Special Weapons and Tactics), which police use to tackle perilous situations, this version of SWOT can help you handle both ordinary and unusual situations in your community health or development initiative. What is a SWOT analysis and why should you use one?The name says it: Strength

4、, Weakness, Opportunity, Threat. A SWOT analysis guides you to identify the positives and negatives inside your organization (S-W) and outside of it, in the external environment (O-T). Developing a full awareness of your situation can help with both strategic planning and decision-making. The SWOT m

5、ethod (which is sometimes called TOWS) was originally developed for business and industry, but it is equally useful in the work of community health and development, education, and even personal growth. SWOT is not the only assessment technique you can use, but is one with a long track record of effe

6、ctiveness. Compare it with other tools found in the Community Tool Box to determine if this is the right approach for your situation. The strengths of this method are its simplicity and application to a variety of levels of operation. When do you use SWOT?A SWOT analysis can offer helpful perspectiv

7、es at any stage of an effort. You might use it to: Explore possibilities for new efforts or solutions to problems. Make decisions about the best path for your initiative. Identifying your opportunities for success in context of threats to success can clarify directions and choices. Determine where c

8、hange is possible. If you are at a juncture or turning point, an inventory of your strengths and weaknesses can reveal priorities as well as possibilities. Adjust and refine plans mid-course. A new opportunity might open wider avenues, while a new threat could close a path that once existed. SWOT al

9、so offers a simple way of communicating about your initiative or program and an excellent way to organize information youve gathered from studies or surveys. What are the elements of a SWOT analysis?A SWOT analysis focuses on the four elements of the acronym, but the graphic format you use varies de

10、pending on the depth and complexity of your effort. Remember that the purpose of performing a SWOT is to reveal positive forces that work together and potential problems that need to be addressed or at least recognized. Before you conduct a SWOT session, decide what format or layout you will use to

11、communicate these issues most clearly for you. We will discuss the process of creating the analysis below, but first here are a few sample layouts-ideas of what your SWOT analysis can look like. You can list internal and external opposites side by side. Ask participants to answer these simple questi

12、ons: what are the strengths and weaknesses of your group, community, or effort, and what are the opportunities and threats facing it? INTERNALEXTERNALStrengthsWeaknessesOpportunitiesThreatsOr if a looser structure helps you brainstorm, you can group positives and negatives to think broadly about you

13、r organization and its external environment. PositivesNegatives strengths assets resources opportunities prospects weaknesses limitations restrictions threats challenges And heres a third option for structuring your SWOT analysis that might be appropriate for a large initiative that requires detaile

14、d planning or many alternatives. This more elaborate TOWS Matrix is adapted from Fred Davids Strategic Management text (see Print Resources). Here a working table guides you to identify strategies by matching items in each quadrant. STRENGTHS .WEAKNESSES .OPPORTUNITIES .Opportun

15、ity-Strength (OS) Strategies Use strengths to take advantage of opportunities 1.2.Opportunity-Weakness (OW) Strategies Overcome weaknesses by taking advantage of opportunities 1.2.THREATS . Threat-Strength (TS) Strategies Use strengths to avoid threats 1.2.Threat-Weakness (TW) Strategies Mini

16、mize weaknesses and avoid threats 1.2.David gives an example for Campbell Soup Company that stresses financial goals, but it also illustrates how you can pair the items within a SWOT grid to develop strategies. (This version of the chart is abbreviated.)STRENGTHS 1. Current profit ratio increased2.

17、Employee morale high3. Market share has increased WEAKNESSES 1. Legal suits not resolved2. Plant capacity has fallen3. Lack of strategic management systemOPPORTUNITIES 1. Western European unification2. Rising health consciousness in selecting foods3. Demand for soups increasing annuallyOpportunity-S

18、trength (OS) Strategies Acquire food company in Europe (S1, S3, O1)Develop new healthy soups (S2, O2)Opportunity-Weakness (OW) Strategies Develop new Pepperidge Farm products (W1, O2, O3)THREATS 1. Low value of dollar2. Tin cans are not biodegradableThreat-Strength (TS) Strategies Develop new biodeg

19、radable soup containers (S1, T2)Threat-Weakness (TW) Strategies Close unprofitable European operations (W3, T1)This example also illustrates how threats can become opportunities (and vice versa). The limitation of tin cans (which arent biodegradable) creates an opportunity for leadership in developi

20、ng biodegradable containers. See Checklist and Tools for a basic SWOT form that you can use to prompt analysis. Whatever format you use, though, dont be surprised if your strengths and weaknesses dont precisely match up to your opportunities and threats. You might need to refine, or you might need t

21、o simply look at the facts longer, from a different angle. Your chart, list or table will certainly reveal patterns. Listing Your Internal Factors: Strengths and Weaknesses (S, W) Internal factors include your resources and experiences. General areas to consider are: Human resources - staff, volunte

22、ers, board members, target population Physical resources - your location, building, equipment (Does your building have a prime location? Does it need renovations?) Financial - grants, funding agencies, other sources of income Activities and processes - programs you run, systems you employ Past exper

23、iences - building blocks for learning and success, your reputation in the community Dont be too modest when listing your strengths. If youre having difficulty naming them, start by simply listing your characteristics (e.g., were small, were connected to the neighborhood). Some of these will probably

24、 be strengths. Although the strengths and weakness of your organization are your internal qualities, dont overlook the perspective of people outside your group. Identify strengths and weaknesses from both your own point of view and that of others-those you serve or deal with. Do others see problems-

25、or assets-that you dont? How do you get information about how outsiders perceive your strengths and weaknesses? You may know already if youve listened to those you serve. If not, this might be the time to gather that type of information. See Related Sections for ideas on conducting focus groups, use

26、r surveys, listening sessions, and meetings. Listing External Factors: Opportunities and Threats (O, T) Cast a wide net for the external part of the assessment. No organization, group, program, or neighborhood is immune to outside events and forces. Consider your connectedness, for better and worse,

27、 as you compile this part of your SWOT list. Forces and facts that your group does not control include: Future trends - in your field (Is research finding new treatments?) or the culture (Do current movies highlight your cause?) The economy - local, national, or international Funding sources - found

28、ations, donors, legislatures Demographics - changes in the age, race, gender, culture of those you serve or in your area The physical environment (Is your building in a growing part of town? Is the bus company cutting routes?) Legislation (Do new federal requirements make your job harder-or easier?)

29、 Local, national or international events As a tool designed for businesses, the major threat to success for most SWOT practitioners is the competition. Programs to improve the health and well being of individuals and communities might not have competitors in the market sense, but there could be over

30、lap in services with other agencies that you need to consider. Or perhaps preferences for funding arent favoring you-youre interested in health promotions, but treatment is getting all the resources. So it can help to think of the competition in a broad sense as you consider threats to your effort.

31、Perhaps the competition for your target populations time and attention exists in a competing unhealthy habit, such as smoking, or in a societal force like tobacco advertising, or even in the lure of couch and TV, which occupy time that might be given to exercise. How do you create a SWOT analysis?Wh

32、o develops the SWOT?The most common users of a SWOT analysis are team members and project managers who are responsible for decision-making and strategic planning. But dont overlook anyone in the creation stage! An individual or small group can develop a SWOT analysis, but it will be more effective i

33、f you take advantage of many stakeholders. Each person or group offers a different perspective on the strengths and weaknesses of your program and has different experiences of both. Likewise, one staff member, or volunteer or stakeholder may have information about an opportunity or threat that is es

34、sential to understanding your position and determining your future. When and where do you develop a SWOT analysis? A SWOT analysis is often created during a retreat or planning session that allows several hours for both brainstorming and more structured analysis. The best results come when participa

35、nts are encouraged to have an open attitude about possibilities. While you might SWOT in conjunction with an informational or business session, the tone when creating a SWOT analysis is usually collaborative and inclusive. When creating the analysis, all people involved are asked to pool their indiv

36、idual and shared knowledge and experiences. The more relaxed, friendly and constructive the setting and environment, the more truthful, comprehensive, insightful and useful your analysis will be. How do you develop a SWOT analysis?Heres one way to proceed in a gathering to produce your analysis: 1.

37、Designate a leader or group facilitator who has good listening and group process skills, and who can keep things moving and on track. 2. Designate a recorder to back up the leader if your group is large. Use newsprint on a flip chart or a large board to record the analysis and discussion points. You

38、 can record later in a more polished fashion to share with stakeholders and to update. 3. Introduce the SWOT method and its purpose in your organization. This can be as simple as asking, Where are we, where can we go? If you have time, you could run through a quick example based on a shared experien

39、ce or well-known public issue (even the new TV season). 4. Depending on the nature of your group and the time available, let all participants introduce themselves. Then divide your stakeholders into smaller groups. If your retreat or meeting draws several groups of stakeholders together, make sure y

40、ou mix the small groups to get a range of perspectives, and give them a chance to introduce themselves. The size of these depends on the size of your entire group-breakout groups can range from three to ten. If the size gets much larger, some members may not participate. 5. Have each group designate

41、 a recorder, and provide each with newsprint or dry -erase board. Direct them to create a SWOT analysis in the format you choose-a chart, columns, a matrix, or even a page for each quality. a. Give the groups 20-30 minutes to brainstorm and fill out their own strengths, weakness, opportunities and t

42、hreats chart for your program, initiative or effort. Encourage them not to rule out any ideas at this stage, or the next. b. You can provide these tips for listing: As you list, keep in mind that the way to have a good idea is to have lots of ideas. Refinement can come later. In this way, the SWOT a

43、nalysis also supports valuable discussion within your group or organization as you honestly assess. In the beginning, though, it helps to generate lots of comments about your organization and your program, and even to put them in multiple categories if that provokes thought. In the end, it is best t

44、o limit your lists to 10 or fewer points and to be specific so the analysis can be truly helpful. 6. Reconvene the group at the agreed-upon time to share results. Gather information from the groups, recording on the flip-chart or board. Collect and organize the differing groups ideas and perceptions

45、, using one of the following methods. Decide before hand how you will gather the input. There are at least two ways to do so: a. Proceed in S-W-O-T order, recording strengths first, weaknesses second, etc. b. Or you can begin by calling for the top priorities in each category -the strongest strength

46、, most dangerous weakness, biggest opportunity, worst threat-and continue to work across each category. There are also two ways to take information from the groups. a. Ask one group at a time to report (Group A, what do you see as strengths?) You can vary which group begins the report so a certain g

47、roup isnt always left bringing up the end and repeating points made by others. (Group B, lets start with you for weaknesses.) b. Or, you can open the floor to all groups (What strengths have you noted?) for each category until all have contributed what they think is needed. Whichever way you proceed

48、, the facilitator or recorder should keep writing until the input from all groups is recorded. Note repeated items across groups for weighting of important possibilities. You might want to discuss some of the items as they come up. In fact, cross connections between categories-This strength plays in

49、to that opportunity-is what youre pursuing, so a good facilitator will tease out those insights as they arise. At the same time, you want to keep the process moving until all the chart is complete, so facilitator and recorder should work together to begin a fifth column or new page-one for working i

50、deas. Encourage the participants to also make notes of ideas and insights as you build so the drawing together process will continue to be creative and collaborative. 7. Discuss and record the results. Depending on your time frame and purpose: come to some consensus about most important items in eac

51、h category relate the analysis to your vision, mission, and goals translate the analysis to action plans and strategies. 8. If appropriate, prepare a written summary of the SWOT analysis to give or mail to participants for continued use in planning and implementing your effort. How do you use your S

52、WOT analysis?In some ways a SWOT analysis pushes you to think inside the box by asking you to categorize with such simple terms of opposition. But the purpose of this information gathering is definitely to help you move outside the box of any constraints or limitations that may have hindered you bef

53、ore. Knowledge is indeed power, and knowing what the positives and negatives of your program are puts you in a more powerful position for action. While a SWOT analysis is not in itself action, it can be a support team to help you: Identify the issues or problems you intend to change Set or reaffirm

54、goals Create an action plan The Example included with this section illustrates how SWOT can help discover areas for action. And as you consider your analysis, remember the half-full glass. Be open to the possibilities that exist within a weakness or threat. Likewise, recognize that an opportunity ca

55、n become a threat if everyone else sees the opportunity and plans to take advantage of it-thereby increasing your competition. Finally, during your assessment and planning, you might keep an image in mind to help you make the most of a SWOT analysis: Look for a stretch, not just a fit. As Radha Bala

56、muralikrishna and John C. Dugger of Iowa State University point out, SWOT usually reflects your current position or situation, therefore one drawback is that it might not encourage openness to new possibilities. You can use SWOT to justify a course that has already been decided upon, but if your goa

57、l is to grow or improve, you will want to use it differently. (See Internet Resources below for this article.) To Sum UpA realistic recognition of the weaknesses and threats that exist for your effort is the first step to countering them with a robust and creative set of strengths and opportunities. A SWOT analysis identifies your strengths, weaknesses, opportunities and threats to assist you in making strategic plans and decisions. SWOT is a simple yet comprehensive way of assessing the positive and negative forces within and without you

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