Friends, Foes and Forces: A SWOT Analysis

Transcription

1 Friends, Fes and Frces: A SWOT Analysis Overview: A SWOT analysis enables a grup t assess the internal and external factrs that may hinder r facilitate yur grup s advcacy strategy in rder t refine yur gals, bjectives, and activities. Purpse: An assessment f plitical frces fr and against yur advcacy is smetimes called a Stakehlder Analysis, a term which can be misleading because it suggests an even playing field. In practice, the playing field is very uneven, and advcacy requires navigatin f different pwer dynamics. S a crucial element f this analysis is weighing wh has mre pwer, wh has less and what kind f pwer the different actrs use. The fllwing tls can assist yu in sizing up the frces. Time: 3 hurs Materials: Flip Chart Markers Tape Cpies f the SWOT Analysis handut Credit: Adapted frm Strategic Thinking: Frmulating Organizatinal Strategy Wrkshp, Facilitatr s Guide, Institute fr Develpment Research Prcess: Facilitatr Nte: A SWOT prcess builds clarity abut allies, ppnents and ther frces affecting a clear issue and gals yu are wrking t advance. Fr this reasn, it is imprtant t clearly articulate the issue n which yu are fcusing and why it was chsen. Make sure everyne understands the SWOT analysis in full befre yu start. The accmpanying handut has gd infrmatin t supprt this intrductin and yu can use examples t illustrate. In Plenary: Intrduce and g ver the SWOT tl and steps f analysis. Yu will begin with the External Factrs: Opprtunities and Threats, then mve t the Internal Factrs: Strengths and Weaknesses. The activity is best dne in small grups with the tw tasks separated with plenary discussin t make sure everyne is engaged. Be sure t establish a clear understanding f the issue prblem and gals n which yu are fcusing. The fllwing questins and grids can help yu in the analysis.

2 Small Grups Rund 1: External Factrs: Identifying Opprtunities and Threats Brainstrm abut the external frces that will impact yur strategy. Include: Grups and structures relevant t the issue that the strategy addresses; Organizatins that are surces f resurces. Remember that resurces can be financial, technical, plitical, etc.; Trends and grups that influence the plitical and plicy space in which yu will advcate. Include cultural, idelgical, and religius frces in bth the public and private realms, particularly if the issue relates t wmen s rights. Include key events if relevant; Other grups r frces that affect yur strategy. Include bth the psitive and negative frces. Organize the frces yu cme up with in this grid: External Frces Affecting: The Issue Resurces Plitical/Plicy Space Other Mark the frces that are threats with a T and thse that represent pprtunities with an O. In sme cases, the grup may see a particular frce as bth a threat and an pprtunity. In such a case, mark as bth. Take a vte n the tw r three mst imprtant pprtunities, and the tw r three mst imprtant threats. Mark these with a ++. D a secnd vte n the 2 3 next mst imprtant pprtunities and threats. Mark these with a +. In plenary: Share and cmpare yur results. Identify the threats and pprtunities that are surfacing as mst imprtant. Did anything unexpected cme up? If s, what significance des it have fr yur strategy? 2

3 Small Grups Rund 2: Internal Factrs: Assessing Organizatinal Strengths and Weaknesses Using the handut t help yu think thrugh different rganizatinal factrs, fill in the grid as belw, list the strengths and weaknesses f the rganizatin. Then rate with ++ and + (as befre) hw imprtant each strength and weakness is fr yur strategy. Strengths Hw imprtant fr the strategy? Weaknesses Hw imprtant fr the strategy? In plenary: Share and cmpare yur results. Identify the key rganizatinal strengths and weaknesses that yu have identified. Did anything unexpected cme up? If s, what significance des it have fr yur strategy? Full Analysis - Discussin: Analyze the implicatins f the SWOT analysis fr yur advcacy strategy. The fllwing questins shuld help the grup think abut the implicatins: What must be included in ur strategy t take full advantage f the pprtunities? What must we d t reduce the impact f the threats? Hw can we build n ur strengths t further ur strategy? What must be included in ur strategy t minimize ur weaknesses? Is there anything we need t adjust in ur strategy given the utcme f the SWOT? What resurces, time and preparatin are necessary t incrprate this analysis? Belw are examples f what yu may identify in a SWOT Analysis: Internal: Strengths: staff skills, links with the cmmunity, funding base, cmmitment, cmmn purpse, plitical credibility. 3

4 Weaknesses: lack f staff skills, uncertain funding, internal squabbling, lw mrale, limited cmmunity supprt, n cmmn visin f advcacy and rganizatin s purpse. External: Opprtunities: electins, a refrm prcess, new plicy initiatives, internatinal cnferences, imprtant visitrs, incidents that have caught public attentin. Threats: lack f crdinatin amng NGOs, religius r plitical frces which g against scial change, limited plitical freedm, lack f transparency in the plitical prcess, cultural views abut rles, plicy pprtunities that derail and cpt yur rganizatin withut creating any real chance fr influence. The SWOT Analysis: Assessing Internal and External Frces The SWOT analysis is a tl frm strategic planning methdlgy. It prvides a simple way t assess the internal frces that determine yur rganizatin s ptential t carry ut a strategy, and the external frces that will help r hinder yu. The SWOT analysis uses a grid that separates the internal, rganizatinal assessment f strengths and weaknesses frm external pprtunities and threats: INSIDE OUTSIDE STRENGTHS OPPORTUNITIES WEAKNESESS THREATS 1. Internal Capacities: Strengths and Weaknesses At times rganizatins set ut t achieve smething that they d nt have the technical resurces, skills r time t pull ff. In advcacy, being realistic is key. An internal assessment helps yu figure ut wh yu will need as allies t expand yur frces and cmplement yur strengths and weaknesses. The fllwing questins will help yu assess internal capacity. The questins may need t be adapted slightly fr membership, grassrts, and nnprfessinal grups: 4

5 What des yur rganizatin d best? What prgrams are effective and strng? In what areas d the staff excel? What are the key capacities f yur leaders, members, staff, and allies? What d staff and members see as prblems? What prgrams need imprving? What s missing? In measuring yur rganizatin s capacity, think abut each f the areas belw. Cnsider gender, age, ethnicity, and ther differences. Fr example, d bth men and wmen have pprtunities t take n leadership rles? Are there hidden bstacles? Are yunger peple taken seriusly? Leadership D the leaders crdinate wrk well? D they cmmunicate penly? Are decisin-making mechanisms clear and transparent? D leaders respnd t staff and prgram prblems? D they encurage initiative? D they have the supprt f the bard, staff, and members? Are they representative f the diversity in the staff, members r cmmunities in which they wrk? Technical Skills What is the technical capacity f staff r members and is it sufficient t meet the needs? Are staff trained t d their jbs? Des the rganizatin seek utside help when it needs it? Funds and Other Material Resurces Des the rganizatin have enugh funding, equipment, and ther resurces t achieve its plans? Des it use its resurces efficiently? What percentage f the rganizatin s time is spent n raising mney? Is there a perceptin that mney is the nly imprtant resurce? Are the prgrams driven mre by dnrs and the availability f funds than by pprtunities and cncrete needs? Clarity f Purpse and Prgrams Are the aims and activities f the rganizatin clear t all the staff? Are the visin, missin, gals, and bjectives f the rganizatin written dwn? Wh develped them? Are there mechanisms t mnitr prgram implementatin and adjust t new develpments? Cmmitment and Participatin Des the staff care abut the wrk they are ding? D the members r beneficiaries feel part f the rganizatin? Are plans develped jintly r delivered tp-dwn? Organizatin and Operatins Is there adequate planning, evaluatin, and prgram design? Are tasks fairly distributed? Des 5

6 everyne knw their respnsibilities? Des the structure f the rganizatin facilitate its wrk? Des the rganizatin have gd relatinships with ther rganizatins? Interpersnal Relatins D the members and staff get alng with each ther? Hw are cnflicts handled? Is there agreement abut decisin-making prcedures? Are there hidden bstacles fr persnal advancement? Des everyne feel free t express their cncerns? D they feel cnfident they will be taken seriusly? Are differences f pinin respected? Relatinship with Members r Beneficiaries Des the rganizatin have members r clearly defined beneficiaries? Are the staff, leaders, and bard accuntable t members? D members r beneficiaries have sme say in what is prvided t them? Are there sufficient members? Hw many members have left the rganizatin and fr what reasns? After identifying yur rganizatin s strengths and weaknesses, think abut hw much they hinder r help yu t pursue yur advcacy gals. 2. External Envirnment: Opprtunities and Threats Opprtunities and threats may relate t: The issue yu are addressing. The availability f resurces fr yur wrk. The plitical/plicy space yu perate in. Yur allies and ppsitin. The Issue Yu Are Addressing Are ther rganizatins addressing this issue? Are there similarities in hw yu are addressing it? Differences? Are there frces that will prevent yur grup frm ever slving this prblem? These may include frces that yu did nt knw existed when yu first develped yur strategy. Hw cntrversial is yur issue? The Availability f Resurces Is there supprt frm dnrs fr this type f activity? Are there technical services available t help yu d what yu want t d? Are ther rganizatins cmpeting fr the same resurces? The Plitical and Plicy Space Des gvernment see yur advcacy as a threat? D they seek yur invlvement t legitimize a set agenda? Will any f yur planned actins prvke strng ppsitin r backlash? Is there any risk f repressive actin in respnse t what yu are planning? If yur grup has been invited t be part f the plicy prcess, what will yu need t d t be taken seriusly? Hw will yu assess the ptential fr impact? Hw will yu retain independence and a critical perspective while cllabrating? Are there trends r ther scial, plitical, ecnmic r cultural frces that may affect yur ptential fr success? 6

7 Allies and Oppsitin Are there ther grups r individuals wh might threaten r supprt what yu are ding? Hw pwerful are yur allies? Hw pwerful are ppsitin frces? What might they d t prevent yur success? What can yu d in respnse? Scial change wrk generates cnflict. Fr example, wrking with wmen may prvke hstility frm men r fundamentalist religius grups. Wrking with labr may prvke antagnism by pwerful business interests, etc. At the same time, wrk with these grups may suddenly generate an utpuring f supprt frm churches, civic grups, and ther ptential allies. Managing the tensins and dynamics prduced by change is a perpetual balancing act. 7