The granddaddy of focus group data gathering processes is the traditional SWOT and its updated offspring, OTSW Analysis. You can SWOT (or OTSW) a concept, a program, a department, a school, or a new initiative. You can even SWOT a person, although one must be careful when doing so.

When doing SWOT Analysis, remember that the S and the W are INTERNAL and the O and T are external. Traditionally, facilitators begin with the organization’s Strengths and Weaknesses and then move out to the external Opportunities and Threats. Recent thinking prompts consideration first of the opportunities and threats existing in the "outside world" against which the institution can leverage its strengths and find conviction to correct its weaknesses. We like this reversal of the traditional order because it helps an organization place itself in context.

Group Process Technique: Brainstorming

Purpose: To generate a large quantity of ideas in response to a stated problem or question.

The group is asked to generate as many responses to the following questions within a limited time frame (10-20 minutes per question). All responses are recorded verbatim and ideas are not judged until evaluation time.

Group Size: Can be used with any number of participants (large groups can be broken into smaller groups of 6-10 to maximize output)

Resources: Flip chart and markers

1. Don’t evaluate the idea; defer judgment.
2. Quantity is the goal.
3. The wilder the better.
4. Record each idea verbatim.
5. Tagging on or combining ideas is okay.
    

At the end of the small group reports, reduce the list of strengths and weaknesses to no more than five distinctive competencies and debilitating weaknesses:

1. Strengths that are distinctive competencies

   Are those few things that your institution does best that constituents really care about and that set it apart from other market entries. Core competencies usually attract widespread agreement. An organization will focus on capitalizing on its distinctive competencies.
    

2. Weaknesses that are debilitating

Are those areas in which constituents expect and demand performance or competency and the institution is dangerously lacking. Debilitating weaknesses frequently attract widespread agreement. An organization will focus on correcting its debilitating weaknesses.

Reduce threats and opportunities to the five most critically important of each.

Questions to Consider when evaluating OTSWs or SWOTs:

1. What will the institution gain if it does nothing? What will it lose?
    
2. What will the institution gain if it launches a successful initiative? What will it lose if it does not?

SWOT (OTSW) MATRIX