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A 4-Step Process
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Learn how to Facilitate a SWOT Analysis with Your Strategic Planning Team
Learn how to Facilitate a SWOT Analysis with Your Strategic Planning Team
The managers of the organization may question how to identify strategic performance improvement initiatives so that the strategic plan can be implemented within the next year. In many strategic planning efforts, managers create a SWOT matrix, (completing the four quadrants), and they are not sure what to do next or they get “stuck” processing results. Often the difficulty of performing a SWOT analysis arises around either a team (a) vexing over the negative screens of weaknesses and threats or (b) putting the SWOT variables in a matrix and then not knowing how to integrate the various “quadrants” of the matrix into a prioritized list of improvement strategies.
In this training, participants learn to facilitate a SWOT analysis using a process designed to inspire teams to describe and utilize the organization’s competitive position.
The skill of facilitating a SWOT analysis can ensure the managers can better describe the organization’s competitive position in terms of its internal and external environments so that they can effectively develop strategies to improve organizational and individual performance.
Course Outline
Course Outline
For Strategic Planners to Enhance their SWOT Facilitation Abilities.
I. Introduction
I. Introduction
Welcome & Overview
Importance of SWOT Analysis
Role of the Facilitator
Set Expectations
II. Understanding SWOT
II. Understanding SWOT
What is SWOT
Why use SWOT
Benefits
Real-world examples
III. Key Facilitation Skills
III. Key Facilitation Skills
Active Listening & Questioning Techniques
Creating a Safe Environment
Visual Facilitation Tools
Time Management
IV. Facilitating a SWOT/TOWS Analysis
IV. Facilitating a SWOT/TOWS Analysis
Preparation
Expectations During the SWOT/TOWS Session
Analysis & Interpretation
Action Planning
V. Practice Session
V. Practice Session
Work in Small Groups
Facilitate a Mock SWOT Analysis
Receive Feedback from Peers
VI. Wrap-up & Next Steps
VI. Wrap-up & Next Steps
Reflection
Resources & Further Learning
Iterative DevelopmentPhase
Iterative DevelopmentPhase
I developed the course in PowerPoint and Articulate Rise, to accomodate both collaborative and individual learning styles. I sourced, created and edited all of the course graphics using the stock images and shapes available in PowerPoint and Rise.
IV. Facilitating a SWOT/TOWS Analysis
IV. Facilitating a SWOT/TOWS Analysis
IV. Facilitating a SWOT Analysis
IV. Facilitating a SWOT Analysis
A team of colleagues, and advisors experienced with SWOT analysis were invited to a structured brainstorming, sketching, and prototyping session. They were asked to be prepared to describe real world experiences that prevented or promoted an inclusive and collaborative environment where insights can flourish.
I proposed a rough prototype, which I created based on my experience at facilitating over 10 SWOT analysis projects. It allowed the design team to visualize the flow of the total learner experience and a starting point to discuss alternative approaches to best achieve the learning objective. This first prototype became Section IV. Facilitating a SWOT Analysis of the final course.
1. Guidance for Data Preparation
1. Guidance for Data Preparation
Objective: To ensure a robust SWOT analysis, participants are encouraged to gather relevant data and interpret findings.
The facilitator should guide the team in selecting the most relevant data sources and interpreting the findings in the context of the SWOT analysis. With preparation, the facilitator can confidently guide the participants towards insightful analyses, actionable strategies, and, ultimately, the achievement of organizational objectives.
Participants should be asked to follow these guidelines:
Internal Data Sources:
Financial Reports: Review financial statements, budgets, and performance metrics.
Organizational Reports: Explore past SWOT analyses, employee surveys, and organizational health assessments.
Operational Data: Collect data on processes, production, and efficiency.
External Data Sources:
Market Research: Understand industry trends, customer behavior, and competitive landscape.
Competitor Analysis: Study competitors’ strengths, weaknesses, and market positioning.
Regulatory Environment: Consider legal, political, and environmental factors.
Interpretation:
Context Matters: Relate data findings to the organization’s mission, vision, and strategic goals.
Patterns and Trends: Identify recurring themes, outliers, and emerging patterns.
Implications: Summarize how data aligns with SWOT components (Strengths, Weaknesses, Opportunities, Threats).
2. Expectations During the SWOT Sessions
2. Expectations During the SWOT Sessions
Objective: The facilitator will use the SWOT structure to facilitate a structured brainstorming session to combine the benefits of creativity with a clear framework to follow, encouraging problem-solving and innovation while maintaining a level of control. Breaking down the SWOT analysis into its four distinct components—Strengths, Weaknesses, Opportunities, and Threats—is paramount. This structured approach provides clarity and direction to the discussion, ensuring that each facet of the analysis is comprehensively explored and that discussions remain focused and aligned with the organization’s goals.
Without a well-defined objective, the session risks drifting into aimless discussions, wasting valuable time and resources.
I created a written mind map using Mindmeister with selected stakeholders to identify actions that the facilitator and participants are expected to take while the facilitator is conducting the SWOT Analysis Session.
The facilitator will address any reluctance to speak out, or defensiveness. The facilitator will emphasize a learning mindset, frame opportunities as positive growth areas, utilize round-robin sharing to ensure all voices are heard.
3. TOWS Analysis and Interpretation
3. TOWS Analysis and Interpretation
Objective: The facilitator will lead the discussion to help participants turn the SWOT matrix into actionable and strategic opportunities. The facilitator will ask participants to identify ways or strategies:
To use strengths to take advantage of opportunities,
To overcome weakness by takiing advantage of opportunities,
To use strengths to avoit threats, and
To minimize weaknesses and avoid threats.
The facilitator may encounter various non-team player behaviors that can hinder the process.
To maintain focus on the goal to turn the SWOT into strategic opportunities, the facilitator should share a clear agenda, allocate time to each section, set ground rules for respectful communication and active listening, use visual aids to keep participants engaged, and regularly summarize progress and tie discussions back to actionable steps.
4. Action Planning
4. Action Planning
Objective: Participants will discuss and select actions that can be taken to accomplish the objectives identified in Section 3: Analysis and Interpretation.
The facilitator will ensure the action plan is using SMART goals and is complete.
The action plan is complete if participants can explain how it addresses the following questions:
Are the strengths, weaknesses, opportunities and threats of the organization visible in the action plan?
Are the strategies discussed in how to leverage each strength visible in the action plan?
How could this action plan benefit the organization?
How can an organization make sure the action plan is carried out?
Are the strengths, weaknesses, opportunities and threats of the organization visible in the action plan?
The facilitator will provide SWOT examples to ensure the answer is yes.
Evaluate the Training
Evaluate the Training
The director of strategic planning decided before the training what the impact of the training should be and how it will be evaluated.
Training will be evaluated at four levels; this supports the Kirkpatrick model.
Level One: Reaction.
Level One: Reaction.
Evaluation at this level seeks to determine the reaction of the participants. It is often measured by way of attitudinal questionnaires completed at the end of the training intervention. An 80% satisfaction rating at the end of a training intervention is the goal.
Level Two: Learning
Level Two: Learning
Evaluation at this level attempts to find out if training has resulted in a change in attitudes, improvement in knowledge or increase in skill. This is usually done by conducting post-training testing. This is combined with a preassessment to conclude what was learned as a result of training.
Level Three: Behavior.
Level Three: Behavior.
This evaluation involves testing the participant’s capabilities to perform learned skills back on the job. It can be done formally by way of tests or informally by observation. To ascertain a change in behavior the Strategic Planning sponsor of the training will make decisions about when to evaluate and how often and how the evaluation should be conducted.
SWOT Analysis Behavior Questionnaire Example
SWOT Analysis Behavior Questionnaire Example
Please rate your current application of SWOT analysis principles and techniques in your job role. Use the following scale 1 (much less) to 5 (much more).
Strengths
> How effectively do you identify and leverage your organization’s internal strengths?
> How well do you utilize your team’s unique capabilities?
Weaknesses:
> To what extent do you recognize and address internal weaknesses?
> How actively do you work on improving organizational weaknesses?
Opportunities:
> How often do you identify external opportunities for your organization?
> How adept are you at capitalizing on emerging trends?
Threats:
> How aware are you of external threats to your organization?
> How proactively do you mitigate potential risks?
Level Four: Results
Level Four: Results
This is the ultimate measure of the success of the training intervention because it attempts to gauge the effectiveness of the training event by assessing the impact on the wider organization in areas such as monetary impact, effect on efficiency, and/or impact on teamwork.
SWOT Analysis Results Questionnaire Example
SWOT Analysis Results Questionnaire Example
Please rate your current application of SWOT analysis principles and techniques in your job role. Use the following scale 1 (much less) to 5 (much more).
Monetary Impact:
Our organization has seen measurable financial improvements (e.g., increased revenue, cost savings, customer satisfaction, turnover rates) due to SWOT analysis implementation.
Efficiency Enhancement:
SWOT analysis has positively influenced our decision-making processes, leading to streamlined operations and resource optimization.
Teamwork and Collaboration:
SWOT analysis has fostered better collaboration among teams, encouraging cross-functional discussions and joint problem-solving.
Strategic Alignment:
Our organization’s strategic initiatives are now more closely aligned with identified strengths, weaknesses, opportunities, and threats.
Overall Impact:
Considering all aspects (financial, operational, cultural), how significantly has SWOT analysis positively impacted our organization?
Additional Comments (optional):
Please share any specific examples or anecdotes related to the impact of SWOT analysis in your work.
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