SWOT Analysis and Problem Tree
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ScribdTranslationsSWOT Analysis and Problem Tree
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ScribdTranslationsSWOT
It is a strategic planning tool, designed to conduct an internal analysis.
(Strengths and Weaknesses) and external (Opportunities and Threats) in all types of organizations.
It constitutes a tool that every organization will have to use at some point, in order to
to grant a new direction to the organization or an individual for optimal development and a
objective appreciation of any situation that arises and the ability to make a decision
effective.
How is a SWOT analysis conducted?
The diversity of people and different perspectives is the most advisable for achieving a good
analysis, all areas of an organization should participate so that they can share their results
strategic.
It is usually used in an analysis template with 4 boxes; the main thing is that it is done.
simple and practical to understand the results.
The objective of the SWOT matrix
Strengths: the attributes or skills that an organization has to achieve its objectives.
Weaknesses: what is harmful or unfavorable factors for the execution of the objective.
Opportunities: the external conditions, what is visible to everyone or the popularity and
competitiveness that the organization has useful for achieving the objective
Threats: the harmful, that which threatens the survival of the organization that they encounter.
externally, which could turn into opportunities to achieve the objective.
Procedure to develop the SWOT analysis
Define the objective
Having a perspective on what the new project could be like, in a certain context,
from the beginning to the end, having clearly identified the objective. The SWOT analysis begins
to develop its role by assisting in the search for it in the planning model
strategic.
2. Development of the SWOT
A: Information on strengths and weaknesses
• Create a list of current strengths.
• A list of current weaknesses.
B: information about opportunities and threats
• Create current list of future opportunities
• Create an updated list of real threats in the future.
• The lists must contain real and current information, with clearly specified points and
simplified explanations.
For:
• Evaluate the strategies or procedures to be followed
• Develop the work plan
3. Execute it
By identifying and assessing the SWOT results, the necessary strategies will begin to be developed.
whether in the short or long term.
To elaborate a SWOT matrix, an internal and external study of the organization must be conducted;
In this way, activities can continue without setbacks and in response to the environment.
so changing effectively and proactively.
Likewise, the organization will be able to meet the goals it has set, and it will locate its points.
weak and will be able to transform them quickly and effectively into opportunities.
SWOT analysis in the individual
This SWOT analysis is more difficult to apply to a human since the level of acceptance in
As for negative aspects that one may have of oneself, they will not be well defined, because
It is necessary for another close person to determine the study in order to obtain good and
real results.
This personal SWOT analysis will allow the individual to take the necessary measures, take
new challenges for the future, grow as a person, socially, economically, and another aspect to improve or enhance
persevere.
In summary
According to the ideas presented, we must be clear and understand well the acronym SWOT, let's see.
Fortresses
• What do you excel at?
• Do you differ in any aspect?
Opportunities
• What opportunities are presented to you, are within your reach?
• Do you have trends that you can benefit from?
• Do I have enough resources to meet or fulfill the proposed objectives?
Weaknesses
• Can you improve in anything?
• Are you at a disadvantage compared to others?
• Is there any characteristic that distances the organization from its objectives?
Threats
• What distracts you?
• Do you observe your competition?
• Is there too much competition?
THE TREE OF THE PROBLEM
It is a graphical representation that allows for a systematic visualization of a problem.
central with its respective causes and consequences.
After having defined the central problem that is the reason for the project, it is necessary to
determine both the causes that generate it and the negative effects that the problem produces,
to then interrelate these three components graphically.
One of the most common mistakes in specifying a problem is that
express it as the negation or lack of something. Instead, the problem should be posed in such a way
a way that allows finding different possibilities of solution.
According to the classification of the problems within the graph, there are four groups:
• Liabilities or consequences
• Critical or central
• Indifferent
• Assets or causes
To design the problem tree:
• At the bottom are listed the active issues or causes.
• In the central part the critical problem
• At the top are listed the passive problems or consequences
The analogy between the natural tree and the problem tree is illustrative. The roots are the support.
from the tree and they supply it with nutrients to keep it alive; likewise, the causes (roots
from the problem tree) support the entire structure and provide the necessary information to
the existence and understanding of the central problem. While the trunk of the tree (problem
Central) is responsible for maintaining the overall structure and supports the resulting effects (the
branches of the tree.
Steps to follow
A cause-effect scheme should be set up following the following steps:
1. Identification of the central problem (the trunk of the tree) among the considered problems
important in a community:
• Select a CENTRAL PROBLEM taking into account the following:
• It is defined as a deficiency or deficit
• It presents itself as a negative state
• It is a real situation, not a theoretical one.
• It is located in a well-defined target population.
• It should not be confused with the lack of a specific service.
2. Exploration and verification of the effects or consequences (the tree crown) of the problem
central (the crown of the tree). The effects are a sequence of what is identified as
caused by the central problem. They go from the most immediate or directly
related to the central problem up to more general levels of effects.
3. Identification of relationships between the different effects produced by the central problem.
4. Identification of the causes (the roots of the tree) that generate the central problem and its
interrelationships. The sequence of causes should begin with those that are most directly related.
related to the central problem, which are located immediately below it.
Preferably, a few main causes should be identified, which are then
disaggregating and interrelating. A good technique is to ask oneself why this happens
What is indicated in each block? The answer should be found at the level
immediately lower. All causes must be identified, even if some of
they should not be modifiable, stopping at the level where it is possible to modify them. There are
It should be remembered that the goal is to develop a causal model for formulation of
a project and not an exhaustive theoretical framework.
5. Diagramming the problem tree by verifying the causal structure.
THE OBJECTIVE TREE: MEANS-ENDS
The Objectives Tree is the positive version of the Problems Tree. It allows determining the areas
of intervention that the project proposes.
To elaborate it, we start from the Problem Tree and the diagnosis. It is necessary to review each
problem (negative) and turn it into a realistic and desirable objective (positive). Thus, the causes are
they turn into means and the effects into ends.
The steps to follow are:
1. Translate the Central Problem of the Problem Tree into the Central Objective of the project.
positive state that one wishes to access.
The conversion of a problem into a goal must take into account its feasibility. It is proposed in
qualitative terms to generate an equivalent structure (qualitative). This does not
it implies disregarding that the degree of modification of reality is, by definition,
quantitative.
2. Change all negative conditions (causes and effects) of the Problem Tree into states
positives (means and ends). This activity involves analyzing each of the blocks and asking oneself:
Through what means is it possible to achieve this end? The answer must be the antonym of the
identified causes.
The obtained result must present the same structure as the Problem Tree.
Change the content of the blocks, but not their quantity or the way they relate to each other. If in
In this process, doubts arise about the existing relationships; first, the Tree must be reviewed.
Problems to then proceed with the Objectives.
3. Identify the parameters, which are those causes of the problem that are not modifiable by
the project, whether due to natural conditions (climate, intelligence quotient) or because it
they are outside the scope of the project's action (legislative power, another dependency
administrative).
These parameters are indicated in the Objectives Tree without modifying the text of Problems. At
Locating a parameter, it is possible to extract all causes from both trees since even when
Any changeable aspect will not have any effect on the central issue.
4. Convert the effects of the Problem Tree into objectives. Just like with the causes, for each
effect should be considered only as an end.
5. Examine the structure following the means-end logic and make the necessary modifications.
necessary in both trees.
In summary, the Objectives Tree (Means-Ends) reflects a situation opposed to that of Problems,
which allows to guide the intervention areas that the project should propose, which must
constitute the real and feasible solutions to the problems that gave rise to them.