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 prepare or amend plans, in problem sol ing and decision making. Definition SWOT analysis is a general technique which can be applied across di erse functions and acti ities, but it is particularly appropriate to the early stages of planning for a TI!" isit. !erforming a SWOT analysis in ol es the generation and recording of the strengths, weaknesses, opportunities, and threats in relation to a particular task or ob#ecti e. It is customary for the analysis to take account of internal resources and capabilities $strengths and weakness% and factors e&ternal to the organisation $opportunities and threats%. Benefits SWOT analysis can pro ide' a framework for identifying and analysing strengths, weaknesses, opportunities and threats an impetus to analyse a situation and de elop suitable strategies and tactics a basis for assessing core capabilities and competences the e idence for, and cultural key to, change a stimulus to participation in a group e&perience. Action checklist 1. Establish the objectives The first key step in any pro#ect' is to be clear on what you are doing and why. The purpose of conducting a SWOT may be wide or narrow, general or specific. . Select a!!ro!riate contrib"tors Important if the final outcome is to result from consultation and discussion, not #ust personal iews, howe er e&pert. #. Allocate research and infor$ation gathering tasks (ackground preparation is a ital stage for the subsequent analysis to be effecti e, and should be di ided among the SWOT participants. This preparation can be carried out in two stages' e&ploratory, followed by data collection, and detailed, followed by a focused analysis. )athering information on Strengths and Weaknesses 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 o er which you ha e little or no control, such as social or economic factors. %. &reate a 'orksho! environ$ent If compiling and recording the SWOT lists takes place in meetings, then do e&ploit the benefits of workshop sessions. *ncourage an atmosphere conduci e 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 role and should allow time for free flow of thought, but not too much. ,alf an hour is often enough to spend, for e&ample, on Strengths, before mo ing on. It is important to be specific, e aluati e and analytical at the stage of compiling and recording the SWOT lists - mere description is not enough. (. )ist Strengths Strengths can relate to the group, to the en ironment, to perceptions, and to people. -!eople- elements include the skills, capabilities and knowledge of participants. Other people strengths include' friendly, cooperati e and supporti e participants appropriate le els of in ol ement through delegation and trust. *. )ist Weaknesses This session should not constitute an opportunity to focus on the negati e but be an honest appraisal of the way things are. .ey questions include' what obstacles may pre ent progress/ which elements need strengthening/

 are there any real weak links in the chain/ It is not unusual for -!eople- problems - poor communication, inadequate leadership, lack of moti ation, too little delegation and no trust - to feature among the ma#or weaknesses. +. )ist O!!ort"nities This step is designed to assess the socio-economic, en ironmental and demographic factors, among others, to e aluate the benefits they may bring to the TI!" isit. *&amples include' the a ailability of new technology (ear in mind #ust how long opportunities might last and how the group may take best ad antage of them. ,. )ist Threats The opposite of Opportunities - which may, with a shift of emphasis or perception, ha e an ad erse impact. Weighing threats against opportunities is not a reason to indulge in pessimism0 it is rather a question of considering how possible negati e e&perience may be limited or eliminated. The same factors may emerge as both a threat and an opportunity, for e&ample, Information Technology. 1ost e&ternal factors are in fact challenges, and whether the groups percei es them as opportunities or threats is often a aluable indicator of morale. -. Eval"ate listed ideas against Objectives With the lists compiled, sort and group facts and ideas in relation to the ob#ecti es. It may be necessary for the SWOT participants to select their fi e most important items from the list in order to gain a wider iew. 2larity of ob#ecti es is key to this process, as e aluation and elimination will be necessary to cull the wheat from the chaff. 3lthough some aspects may require further information or research, a clear picture should, at this stage, start to emerge in response to the ob#ecti es. 1.. &arry yo"r findings for'ard 1ake sure that the SWOT analysis is used in subsequent planning. 4e isit your findings at suitable time inter als e.g. on return from you isit to check that they are still alid. Dos and don/ts for SWOT analysis Do Don/t (e analytical and specific. 4ecord all thoughts and ideas in stages 5-6. (e selecti e in the final e aluation. 2hoose the right people for the e&ercise. 2hoose a suitable SWOT leader or facilitator. 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 1 Outcomes from pre-departure SWOT analyses can be sent to the (ritish 2ouncil for referral to o erseas hosts, if the process is completed in good time. Otherwise professional programmes will be de ised on the basis of aims and ob#ecti es summarised from the group pro#ect proposal $TI!"8% and indi idual teacher application forms $TI!"5s%.