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SeCtion tWo Change approaches & management tools
Strengths and limitations
Its key potential strength is the simultaneous analysis of both external environmental context [opportunities and threats] and internal organisational elements [strengths and weaknesses]. The benefit derived from any specific SWOT analysis depends partly upon the extent to which the factors identified are valid, prioritised, and addressed directly via specific change interventions. SWOT has been criticised on the grounds that it often results in an over-long list of factors without prioritising between them, little in the way of verification or supporting evidence, and its results often unused. The typically subjective, unsystematic and non- quantifiable nature of many SWOT analyses means that in practice they may have little predictive power. However, they may still have some practical benefit to the extent that they provide some opportunity for engaging staff in change programmes. The approach has been praised for its combination of ‘soft’ organisational components (staff, style, shared values and skills) as well as ‘hard’ factors (strategy, structure and systems), and its emphasis on the importance of organisational culture in enabling people to agree on what behaviour is acceptable. However, its usefulness has been challenged by others who argue that different viewpoints are important and if managed properly conflict and disagreement can lead to an organisation being stronger.
In relation to social care change, SWOT analysis provides a simple framework that most people can follow and if well facilitated can add to any stage of the change cycle.
Further reading
1. Agarwal R, Grassl W and Pahl J (2012) Meta-SWOT: introducing a new strategic planning tool, Journal of Business Strategy, 33, 2, 12–21.
2. Ansoff HI (1965) Corporate Strategy: An Snalytic Spproach to Business Policy for Growth and Expansion, New York: McGraw-Hill.
3. Gazinoory S, Adil M and Azadegan-Mehr M (2011) SWOT methodology: a state of the art review for the past, present and future, Journal of Business and Economic Management, 12, 1, 24–48.
4. Hill T and Westbrook R (1997) SWOT analysis: it’s time for a product recall, Long Range Planning, 30, 1, 46–52.
5. Weihrich H (1982) The TOWS matrix: a tool for situational analysis, Long Range Planning, 15, 2, 54– 66.
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