{"id":4758,"date":"2016-11-03T00:01:34","date_gmt":"2016-11-03T04:01:34","guid":{"rendered":"http:\/\/mgrush.com\/blog\/?p=4758"},"modified":"2026-04-21T13:29:59","modified_gmt":"2026-04-21T17:29:59","slug":"quantitative-swot","status":"publish","type":"post","link":"https:\/\/mgrush.com\/blog\/quantitative-swot\/","title":{"rendered":"Quantitative SWOT Analysis (TO-WS) Makes it Easier &#038; Faster to Build Consensus"},"content":{"rendered":"<h2>Quantitative <span style=\"font-size: 18pt;\">SWOT<\/span> analysis contrasts the internal, controllable aspects of the organization (i.e., Strengths and Weaknesses) with external, uncontrollable situational factors (i.e., Opportunities and Threats) to create consensus around potential actions an organization might take to reach its goals and objectives.<\/h2>\n<p><span style=\"font-size: 14pt;\">Qualitative situational analysis[1] provides a poor method for building consensus. In what <a href=\"http:\/\/amzn.to\/2MvWgGl\" target=\"_blank\" rel=\"noopener noreferrer\">Dr. Tufte<\/a> refers to as \u2018flatland\u2019, answers pop out at people, but not consensual answers. Therefore, consider using quantitative SWOT analysis, developed by <a href=\"http:\/\/mgrush.com\/terrence-metz\/\" target=\"_blank\" rel=\"noopener noreferrer\">Terrence Metz<\/a> while attending the Kellogg School of Management at Northwestern University.\u00a0Traditionally, SWOT provides a narrative description of the current situation.\u00a0We encourage a quantitative approach whenever you are faced with <a href=\"https:\/\/mgrush.com\/blog\" target=\"_blank\" rel=\"noopener noreferrer\">prioritizing<\/a> a complex situation involving dozens, or even hundreds of options.<\/span><\/p>\n<div>\n<h3>TO-WS (SWOT)\u00a0QUANTITATIVE\u00a0ANALYSIS (Current Situation or Situation Analysis)<\/h3>\n<div>\n<p><span style=\"font-size: 14pt;\">This activity describes the current<em> Situation\u00a0<\/em>by developing a shared understanding to support <em>WHAT Actions a<\/em> group should embrace so that they reach their\u00a0<em>Key Measures <\/em>such as objectives (<a href=\"https:\/\/mgrush.com\/blog\/smart-measures\/\" target=\"_blank\" rel=\"noopener\">SMART<\/a>), goals (fuzzy), and considerations (binary).<\/span><\/p>\n<\/div>\n<div>\n<p><span style=\"font-size: 14pt;\">A quantitative view of the <em>Current Situation <\/em>displays the foundation for justifying <em>Actions<\/em>. Consequently, <em>Actions <\/em>that currently work well are potentially reinforced and renewed alongside new <em>Actions <\/em>that get approved and developed.<\/span><\/p>\n<\/div>\n<div>\n<p><span style=\"font-size: 14pt;\">The term used to describe <em>Actions <\/em>will change depending on your level in the <a href=\"https:\/\/mgrush.com\/blog\/holarchy\/\" target=\"_blank\" rel=\"noopener\">holarchy<\/a>. For example, an organization will refer to <em>Actions <\/em>as strategies, a business unit may use the term initiatives, a department or program office may call their <em>Actions <\/em>new products or new projects, and a product or project team may call their <em>Actions, <\/em>activities, or tasks. For each group, the term used represents WHAT the group is going to do to reach its <a href=\"https:\/\/mgrush.com\/blog\/smart-measures-and-criteria\/\" target=\"_blank\" rel=\"noopener\"><em>Key Measures <\/em><\/a>that were established to ensure that the group achieves its <em>Vision<\/em>.<\/span><\/p>\n<div>\n<h4>The <em>Current Situation <\/em>provides consensual descriptions of:<\/h4>\n<ul style=\"font-weight: 400;\">\n<li><span style=\"font-size: 14pt;\">Current environment (<em>TO-WS<\/em>)<\/span>\n<ul>\n<li><span style=\"font-size: 14pt;\">Threats (externally uncontrollable, frequent trends)<\/span><\/li>\n<li><span style=\"font-size: 14pt;\">Opportunities (externally uncontrollable, frequent trends)<\/span><\/li>\n<li><span style=\"font-size: 14pt;\">Weaknesses (internally controlled, as viewed by competitors or competitive forces)<\/span><\/li>\n<li><span style=\"font-size: 14pt;\">Strengths (internally controlled, as viewed by competitors or competitive forces)<\/span><\/li>\n<\/ul>\n<\/li>\n<li><span style=\"font-size: 14pt;\">Assumptions made in developing analysis<\/span><\/li>\n<li><span style=\"font-size: 14pt;\">Model representing how stakeholders view the business or organization<\/span><\/li>\n<\/ul>\n<p><span style=\"font-weight: 400; font-size: 14pt;\">WHAT\u00a0<em>Actions <\/em>the group foresees, given their <em>Current Situation<\/em>, to help reach or exceed their\u00a0<em>Measures <\/em>in support of achieving their\u00a0<em>Visi<\/em>on<\/span><\/p>\n<p><span style=\"font-size: 14pt;\">General Questions, Which . . .<\/span><\/p>\n<ul style=\"font-weight: 400;\">\n<li><span style=\"font-size: 14pt;\">threats are most worrisome and justify defense?<\/span><\/li>\n<li><span style=\"font-size: 14pt;\">opportunities provide a real chance of success?<\/span><\/li>\n<li><span style=\"font-size: 14pt;\">weaknesses need the most correction?<\/span><\/li>\n<li><span style=\"font-size: 14pt;\">core competencies or strengths should be leveraged?<\/span><\/li>\n<\/ul>\n<div id=\"attachment_14391\" style=\"width: 1034px\" class=\"wp-caption aligncenter\"><a href=\"https:\/\/mgrush.com\/blog\/wp-content\/uploads\/2016\/11\/Blank-TO-WS-Scoring-Sheet.png\"><img wpfc-lazyload-disable=\"true\" loading=\"lazy\" decoding=\"async\" aria-describedby=\"caption-attachment-14391\" class=\"size-large wp-image-14391\" src=\"https:\/\/mgrush.com\/blog\/wp-content\/uploads\/2016\/11\/Blank-TO-WS-Scoring-Sheet-1024x599.png\" alt=\"Blank TO-WS Scoring Sheet\" width=\"1024\" height=\"599\" srcset=\"https:\/\/mgrush.com\/blog\/wp-content\/uploads\/2016\/11\/Blank-TO-WS-Scoring-Sheet-980x573.png 980w, https:\/\/mgrush.com\/blog\/wp-content\/uploads\/2016\/11\/Blank-TO-WS-Scoring-Sheet-480x281.png 480w\" sizes=\"(min-width: 0px) and (max-width: 480px) 480px, (min-width: 481px) and (max-width: 980px) 980px, (min-width: 981px) 1024px, 100vw\" \/><\/a><p id=\"caption-attachment-14391\" class=\"wp-caption-text\"><strong><span style=\"font-size: 14pt;\">Blank TO-WS Scoring Sheet<\/span><\/strong><\/p><\/div>\n<\/div>\n<\/div>\n<\/div>\n<div>\n<h3>Procedure<\/h3>\n<\/div>\n<ul style=\"font-weight: 400;\">\n<li><span style=\"font-size: 14pt;\">Have people prepared to share their\u00a0<em>TO-WS<\/em><em>\u00a0<\/em>factors in advance but keep them private. Let them reference their notes as we proceed.<\/span><\/li>\n<li><span style=\"font-size: 14pt;\">Develop consensual lists and complete definitions (use\u00a0<a href=\"https:\/\/mgrush.com\/blog\/tool-for-definitions\/\" target=\"_blank\" rel=\"noopener\"><em>Definition Tool<\/em><\/a>) for each Threat, Opportunity, Weakness, and Strength. If necessary, reduce each list to the top four to six factors (see\u00a0<a href=\"https:\/\/mgrush.com\/blog\/how-to-categorize\/\" target=\"_blank\" rel=\"noopener\"><em>Categorizing<\/em><\/a>\u00a0logic and then use\u00a0<em>PowerBalls<\/em>\u00a0for prioritizing, along with\u00a0<em>Bookends<\/em><em>\u00a0<\/em>to prevent wasting time).<\/span><\/li>\n<li><span style=\"font-size: 14pt;\">As you build four different lists, describe each entry clearly and carefully. Threats and Opportunities are externally uncontrolled and frequently represent trends. Weaknesses and Strengths are internally controlled as viewed by competitors and outsiders.<\/span><\/li>\n<li><span style=\"font-size: 14pt;\">Build and enforce strong definitions and potential measurements behind each TO-WS. For example, the strength of &#8216;Brand&#8217; could be measured as market share among target customers or the threat of &#8216;Transportation Costs&#8217; could be indexed to the cost of a barrel of oil or the price for a liter of diesel.<\/span><\/li>\n<\/ul>\n<blockquote>\n<div>\n<h4>NOTE: Reverse the common SWOT sequence to TO-WS because it&#8217;s easier and more effective to deal initially with external factors, especially Threats. Technically, there are only two lists, both with a plus and minus end of their continuum. If the factor is external and you do not control it, by definition it must be a Threat or an Opportunity (TO). Therefore, if the factor is internal and you control it, by definition it must be a Weakness or a Strength (WS).<\/h4>\n<\/div>\n<p><span style=\"font-size: 14pt;\">REMEMBER:\u00a0<strong>NEVER allow a group to define an internally controllable Weakness as an Opportunity for improvement. If it is controllable, by definition it is a Weaknesses and NOT an Opportunity.<\/strong><\/span><\/p><\/blockquote>\n<p><span style=\"font-size: 14pt;\">We call it\u00a0<em>TO-WS<\/em>\u00a0because most experts agree this is the best sequence to consider:<\/span><\/p>\n<ol>\n<li style=\"list-style-type: none;\">\n<ol>\n<li><span style=\"font-size: 14pt;\">External Threats: It\u2019s easy to imagine what could go wrong.<\/span><\/li>\n<li><span style=\"font-size: 14pt;\">External Opportunities: Since Threats come more easily, remind participants to refer to their list of prepared factors.<\/span><\/li>\n<li><span style=\"font-size: 14pt;\">Internal Weaknesses: Participants are usually more sensitive about things going wrong than to what is positive.<\/span><\/li>\n<li><span style=\"font-size: 14pt;\">Internal Strengths: Begin by referring to their notes.<\/span><\/li>\n<\/ol>\n<\/li>\n<\/ol>\n<h4><span style=\"font-size: 14pt;\">NEXT<\/span><\/h4>\n<ul style=\"font-weight: 400;\">\n<li><span style=\"font-size: 14pt;\">Create a definition package so that each of the characteristics scored is based upon an agreed &#8216;operational definition.&#8217;<\/span><\/li>\n<li><span style=\"font-size: 14pt;\">Convert your four lists into a matrix (usually a spreadsheet) with Threats (-) and Opportunities (+) on the horizontal axis and Strengths (+) and Weaknesses (-) on the vertical axis (because it is easier to visually focus on columns rather than rows).<\/span><\/li>\n<li><span style=\"font-size: 14pt;\">Remind participants that they are on the inside looking out and have them score, using instructions that follow later.<\/span><\/li>\n<li><span style=\"font-size: 14pt;\">Aggregate the individual scores into a collective score. If you are using the spreadsheet, it will automatically calculate a group total.<\/span><\/li>\n<li><span style=\"font-size: 14pt;\">Review with the group to identify the most impactful <em>Actions<\/em>\u2014strategies, initiatives, products, projects, or activities.<\/span><\/li>\n<\/ul>\n<div>\n<h4>CRITICAL NOTE:<\/h4>\n<p><span style=\"font-size: 14pt;\">Carefully enforce the operational level in your holarchy and meeting scope because the Strengths and Weaknesses MUST BE within the control of THIS group, NOT simply the company or organization. For example, a department may not control its budget so financial resources may be viewed as a Threat to the group because they do not control the budget or financial assets.<\/span><\/p>\n<\/div>\n<h5><\/h5>\n<h5><span style=\"font-size: 14pt;\">Sample Questions to Generate Threats:<\/span><\/h5>\n<ul style=\"font-weight: 400;\">\n<li><span style=\"font-size: 14pt;\">What is your competition doing much better than you?<\/span><\/li>\n<li><span style=\"font-size: 14pt;\">What regulatory issues could stop or hinder progress?<\/span><\/li>\n<li><span style=\"font-size: 14pt;\">Which trends are a real threat to your organization\/ project?<\/span><\/li>\n<\/ul>\n<h5><span style=\"font-size: 14pt;\">Some Questions to Generate Opportunities:<\/span><\/h5>\n<ul style=\"font-weight: 400;\">\n<li><span style=\"font-size: 14pt;\">What are you not doing yet but could easily see yourself doing with the right momentum?<\/span><\/li>\n<li><span style=\"font-size: 14pt;\">Name a political policy that might help.<\/span><\/li>\n<li><span style=\"font-size: 14pt;\">Which trends provide a new opportunity for you?<\/span><\/li>\n<\/ul>\n<h5><span style=\"font-size: 14pt;\">Sample Questions to Generate Weaknesses:<\/span><\/h5>\n<ul style=\"font-weight: 400;\">\n<li><span style=\"font-size: 14pt;\">What could you improve?<\/span><\/li>\n<li><span style=\"font-size: 14pt;\">Detail something not working so well.<\/span><\/li>\n<li><span style=\"font-size: 14pt;\">What do others outside do poorly and so do you?<\/span><\/li>\n<li><span style=\"font-size: 14pt;\">What should you stop doing?<\/span><\/li>\n<\/ul>\n<h5><span style=\"font-size: 14pt;\">Some Questions to Generate Strengths:<\/span><\/h5>\n<ul style=\"font-weight: 400;\">\n<li><span style=\"font-size: 14pt;\">How do you currently achieve success?<\/span><\/li>\n<li><span style=\"font-size: 14pt;\">What do you do better than others?<\/span><\/li>\n<li><span style=\"font-size: 14pt;\">What do others outside view as your strengths?<\/span><\/li>\n<\/ul>\n<div>\n<h3>PARTICIPANT SCORING INSTRUCTIONS<\/h3>\n<ul style=\"font-weight: 400;\">\n<li><span style=\"font-size: 14pt;\">Working within each column (i.e., external factor), one at a time ask: \u201cWhat am I suggesting we do (to take advantage of this specific opportunity) or (to defend us against this specific threat)?\u201d<\/span><\/li>\n<li><span style=\"font-size: 14pt;\">As you decide on WHAT to do, write down your most important ideas on a separate piece of paper to bring with you to the next meeting.<\/span><\/li>\n<li><span style=\"font-size: 14pt;\">You have nine points to be used in each column. Within each column, distribute the nine (9) points according to the impact or perceived value of each proposed <em>Action<\/em>\u00a0(i.e., WHAT we should do to seize an opportunity or defend ourselves against a threat).<\/span><\/li>\n<\/ul>\n<blockquote><p><strong><span style=\"font-size: 14pt;\">The total for each column should equal nine (9).<\/span><\/strong><\/p><\/blockquote>\n<\/div>\n<ul style=\"font-weight: 400;\">\n<li><span style=\"font-size: 14pt;\">Avoid assigning one point to multiple items by awarding the most significant items three, four, or more points.<\/span><\/li>\n<li><span style=\"font-size: 14pt;\">Strive to assign points to three cells at most in each column. Assigning nine points to only one cell is okay. Another tactic might be to assign five (5) points to the most important, three (3) points to the next important, and one (1) point to the third most important cell, with the balance of the cells kept blank.<\/span><\/li>\n<li><span style=\"font-size: 14pt;\">Use your business understanding\u2014a blank cell does not mean it is unimportant. Rather, it means it is less important than others that offer more impact or leverage. If you are compelled to assign similar values to everything, the results will be watered down and provide less value for developing <em>Actions<\/em>\u00a0than if you focus on the most compelling\u00a0<em>Actions<\/em>.<\/span><\/li>\n<\/ul>\n<div id=\"attachment_14392\" style=\"width: 1034px\" class=\"wp-caption aligncenter\"><a href=\"https:\/\/mgrush.com\/blog\/wp-content\/uploads\/2016\/11\/One-Person-Scoring-Sheet.png\"><img wpfc-lazyload-disable=\"true\" loading=\"lazy\" decoding=\"async\" aria-describedby=\"caption-attachment-14392\" class=\"size-large wp-image-14392\" src=\"https:\/\/mgrush.com\/blog\/wp-content\/uploads\/2016\/11\/One-Person-Scoring-Sheet-1024x602.png\" alt=\"One Person Scoring Sheet\" width=\"1024\" height=\"602\" srcset=\"https:\/\/mgrush.com\/blog\/wp-content\/uploads\/2016\/11\/One-Person-Scoring-Sheet-980x576.png 980w, https:\/\/mgrush.com\/blog\/wp-content\/uploads\/2016\/11\/One-Person-Scoring-Sheet-480x282.png 480w\" sizes=\"(min-width: 0px) and (max-width: 480px) 480px, (min-width: 481px) and (max-width: 980px) 980px, (min-width: 981px) 1024px, 100vw\" \/><\/a><p id=\"caption-attachment-14392\" class=\"wp-caption-text\"><strong><span style=\"font-size: 14pt;\">One Person Scoring Sheet<\/span><\/strong><\/p><\/div>\n<div>\n<blockquote><p><span style=\"font-size: 14pt;\">NOTE: Participants should think about each cell in a column carefully when asking \u201cWHAT can we do to seize this opportunity?\u201d or \u201cWHAT do we need to do to defend against this threat?\u201d They might write their thoughts on a separate sheet of paper and when they have completely analyzed a column, go to the cells that represent the most important ideas and put the most points in those cells.<\/span><\/p><\/blockquote>\n<div>\n<h3>Scoring Tabulation<\/h3>\n<\/div>\n<\/div>\n<ul style=\"font-weight: 400;\">\n<li><span style=\"font-size: 14pt;\">Collect the scoring. Using a spreadsheet, compute the final scores for each cell intersection, each column, each row, and each quadrant.<\/span><\/li>\n<li><span style=\"font-size: 14pt;\">Review the scores with the group and highlight the rows and quadrants with the most significant (i.e., highest) scores.<\/span><\/li>\n<li><span style=\"font-size: 14pt;\">Immediately move to the next step in the agenda to convert the results into narrative <em>Actions<\/em>. Anticipate the &#8216;law of large numbers&#8217; as people speaking early will defend themselves with the &#8216;large numbers&#8217; from the spreadsheet.<\/span><\/li>\n<\/ul>\n<div id=\"attachment_14393\" style=\"width: 1034px\" class=\"wp-caption aligncenter\"><a href=\"https:\/\/mgrush.com\/blog\/wp-content\/uploads\/2016\/11\/Scoring-Aggregated-for-Eleven-Person.png\"><img wpfc-lazyload-disable=\"true\" loading=\"lazy\" decoding=\"async\" aria-describedby=\"caption-attachment-14393\" class=\"size-large wp-image-14393\" src=\"https:\/\/mgrush.com\/blog\/wp-content\/uploads\/2016\/11\/Scoring-Aggregated-for-Eleven-Person-1024x599.png\" alt=\"Scoring Aggregated for Eleven Person\" width=\"1024\" height=\"599\" srcset=\"https:\/\/mgrush.com\/blog\/wp-content\/uploads\/2016\/11\/Scoring-Aggregated-for-Eleven-Person-1024x599.png 1024w, https:\/\/mgrush.com\/blog\/wp-content\/uploads\/2016\/11\/Scoring-Aggregated-for-Eleven-Person-980x573.png 980w, https:\/\/mgrush.com\/blog\/wp-content\/uploads\/2016\/11\/Scoring-Aggregated-for-Eleven-Person-480x281.png 480w\" sizes=\"(min-width: 0px) and (max-width: 480px) 480px, (min-width: 481px) and (max-width: 980px) 980px, (min-width: 981px) 1024px, 100vw\" \/><\/a><p id=\"caption-attachment-14393\" class=\"wp-caption-text\"><strong><span style=\"font-size: 14pt;\">Scoring Aggregated for Eleven Participants<\/span><\/strong><\/p><\/div>\n<div>\n<h3>Riffs and Variations<\/h3>\n<p><span style=\"font-size: 14pt;\">Using\u00a0<a href=\"https:\/\/mgrush.com\/blog\/bookend-method\/\" target=\"_blank\" rel=\"noopener\"><em>Bookend<\/em><\/a>\u00a0rhetoric, force rank each Strength or Weakness specific to each external factor. For example, if there are twelve combined Strengths and Weaknesses, we would support the following analysis for each column:<\/span><\/p>\n<ul style=\"font-weight: 400;\">\n<li style=\"list-style-type: none;\">\n<ul>\n<li><span style=\"font-size: 14pt;\">Instruct each participant to ask: \u201cOf these twelve controllable factors, which has the greatest impact on (taking advantage of this opportunity) or (defending us against this threat)?\u201d More is better so assign the answer a twelve (12).<\/span><\/li>\n<li><span style=\"font-size: 14pt;\">Now instruct each participant to ask: \u201cOf the remaining eleven factors, which has the least impact on . . . ?\u201d Assign a one (1).<\/span><\/li>\n<li><span style=\"font-size: 14pt;\">Continue using\u00a0<em>Bookends<\/em>, which is next most, next least, etc., until all have been assigned a rank.<\/span><\/li>\n<li><span style=\"font-size: 14pt;\">Aggregate scores and continue to convert them into <em>Actions<\/em>\u00a0described in the next\u00a0<em>Agenda Step<\/em>.<\/span><\/li>\n<\/ul>\n<\/li>\n<\/ul>\n<\/div>\n<p><span style=\"font-size: 14pt;\">You might conduct a\u00a0<em>Quantitative<\/em><em>\u00a0<\/em><em>TO-WS<\/em>\u00a0for the current date and situation, and then conduct another\u00a0<em>Quantitative TO-WS<\/em>\u00a0for some agreed-upon date in the future. Encourage participants to unveil the strategy by determining what\u00a0<em>Actions<\/em>\u00a0will get us from the current date to the future date.<\/span><\/p>\n<p><span style=\"font-size: 14pt;\">To support change management, you could also conduct <em>Quantitative <\/em><em>TO-WS <\/em>at varying levels within the organization. Contrasting the <em>Current Situation <\/em>at the C-Suite, Director, and supervisory levels provides interesting and compelling evidence as to WHAT &#8220;Actions&#8221; need to occur that will get us from where we are to where we would like to be in the future.<\/span><\/p>\n<h4 style=\"text-align: center;\"><span style=\"color: #ff0000; font-size: 14pt;\"><strong>______<\/strong><\/span><\/h4>\n<h2 class=\"p1\"><span style=\"color: #000000; font-size: 14pt;\"><span style=\"font-size: 18pt;\"><b>Lead the Change\u2014One Meeting at a Time<\/b><\/span><b><\/b><\/span><\/h2>\n<p class=\"p3\"><span style=\"color: #000000; font-size: 14pt;\">Are you ready to transform how decisions are made, problems are solved, and alignment is built in your organization?<\/span><\/p>\n<p class=\"p3\"><span style=\"color: #000000; font-size: 14pt;\"><span class=\"s1\"><b>True meeting leadership goes beyond setting an agenda.<\/b><\/span> It requires a facilitator who can navigate complexity, balance voices, and drive toward outcomes with clarity and consensus. Our <a href=\"https:\/\/mgrush.com\/public-facilitation-training\/\" target=\"_blank\" rel=\"noopener\"><span class=\"s1\"><b>Professional Meeting Leadership Workshop<\/b><\/span><\/a> and facilitation training equips you to do just that\u2014blending <span class=\"s1\"><b>human-centric methods<\/b><\/span> with <span class=\"s1\"><b>structured analytical tools<\/b><\/span> to foster rigor, inclusivity, and results that stick.<\/span><\/p>\n<ul>\n<li class=\"p1\"><span style=\"color: #000000; font-size: 14pt;\"><b>Practice live.<\/b><b><\/b><\/span><\/li>\n<li class=\"p1\"><span style=\"color: #000000; font-size: 14pt;\"><b>Get expert feedback.<\/b><b><\/b><\/span><\/li>\n<li class=\"p1\"><span style=\"color: #000000; font-size: 14pt;\"><b>Build confidence that lasts.<\/b><b><\/b><\/span><\/li>\n<\/ul>\n<p class=\"p3\"><span style=\"color: #000000; font-size: 14pt;\">Whether your meetings suffer from unclear objectives, disengaged participants, or decision fatigue, this workshop will help you <span class=\"s1\"><b>identify the root causes<\/b><\/span>, <span class=\"s1\"><b>apply proven facilitation techniques<\/b><\/span>, and <span class=\"s1\"><b>emerge as the leader every team needs<\/b><\/span>.<\/span><\/p>\n<p class=\"p1\" style=\"text-align: center;\"><span style=\"color: #000000; font-size: 14pt;\"><b>Take the first step today\u2014transform your meetings and magnify your impact.<\/b><b><\/b><\/span><\/p>\n<p class=\"p1\" style=\"text-align: center;\"><span class=\"s2\" style=\"color: #000000; font-size: 14pt;\"><span style=\"text-decoration: underline; color: #ff0000;\">\ud83d\udc49 <\/span><a style=\"color: #000000;\" href=\"https:\/\/mgrush.com\/public-facilitation-training\/\" target=\"_blank\" rel=\"noopener\"><span class=\"s1\"><span style=\"text-decoration: underline; color: #ff0000;\"><b>Click here to reserve your seat now.<\/b><\/span><b><\/b><\/span><\/a><\/span><\/p>\n<p class=\"p3\" style=\"text-align: center;\"><span style=\"font-size: 12pt;\"><em><span style=\"color: #000000;\">(Limited availability) #facilitationtraining #meetingdesign<\/span><\/em><\/span><\/p>\n<h3 class=\"p1\" style=\"text-align: center;\"><span style=\"color: #000000; font-size: 18pt;\"><b>Because every meeting should be a catalyst for change\u2014not just another calendar event.<\/b><\/span><\/h3>\n<h4 style=\"text-align: center;\"><span style=\"color: #ff0000; font-size: 14pt;\"><strong>______<\/strong><\/span><\/h4>\n<p><span style=\"font-size: 14pt;\">With Bookmarks no longer a feature in WordPress, we provide the following for your benefit and reference.<\/span><\/p>\n<ul>\n<li><span style=\"font-size: 14pt;\">20 Prioritization Techniques = <a href=\"https:\/\/foldingburritos.com\/product-prioritization-techniques\/\">https:\/\/foldingburritos.com\/product-prioritization-techniques\/<\/a><\/span><\/li>\n<li><span style=\"font-size: 14pt;\">Creativity Techniques = <a href=\"https:\/\/www.mycoted.com\/Category:Creativity_Techniques\">https:\/\/www.mycoted.com\/Category:Creativity_Techniques<\/a><\/span><\/li>\n<li><span style=\"font-size: 14pt;\">Facilitation Training Calendar = <a href=\"https:\/\/mgrush.com\/public-facilitation-training-calendar\/\">https:\/\/mgrush.com\/public-facilitation-training-calendar\/<\/a><\/span><\/li>\n<li><span style=\"font-size: 14pt;\">Liberating Structures = <a href=\"http:\/\/www.liberatingstructures.com\/ls-menu\">http:\/\/www.liberatingstructures.com\/ls-menu<\/a><\/span><\/li>\n<li><span style=\"font-size: 14pt;\">Management Methods = <a href=\"https:\/\/www.valuebasedmanagement.net\/\">https:\/\/www.valuebasedmanagement.net<\/a><\/span><\/li>\n<li><span style=\"font-size: 14pt;\">Newseum = https:\/\/www.freedomforum.org\/todaysfrontpages\/<\/span><\/li>\n<li><span style=\"font-size: 14pt;\">People Search = <a href=\"https:\/\/pudding.cool\/2019\/05\/people-map\/\">https:\/\/pudding.cool\/2019\/05\/people-map\/<\/a><\/span><\/li>\n<li><span style=\"font-size: 14pt;\">Project Gutenberg = http:\/\/www.gutenberg.org\/wiki\/Main_Page<\/span><\/li>\n<li><span style=\"font-size: 14pt;\">Scrum Events Agendas = <a href=\"https:\/\/mgrush.com\/blog\/scrum-facilitation\/\">https:\/\/mgrush.com\/blog\/scrum-facilitation\/<\/a><\/span><\/li>\n<li><span style=\"font-size: 14pt;\">Speed test = <a href=\"https:\/\/www.speedtest.net\/result\/8715401342\">https:\/\/www.speedtest.net\/result\/8715401342<\/a><\/span><\/li>\n<li><span style=\"font-size: 14pt;\">Teleconference call = <a href=\"https:\/\/youtu.be\/DYu_bGbZiiQ\">https:\/\/youtu.be\/DYu_bGbZiiQ<\/a><\/span><\/li>\n<li><span style=\"font-size: 14pt;\">The Size of Space = https:\/\/neal.fun\/size-of-space\/<\/span><\/li>\n<li><span style=\"font-size: 14pt;\">Thiagi\/ 400 ready-to-use training games = <a href=\"http:\/\/thiagi.net\/archive\/www\/games.html\">http:\/\/thiagi.net\/archive\/www\/games.html<\/a><\/span><\/li>\n<li><span style=\"font-size: 14pt;\">Visualization methods = <a href=\"http:\/\/www.visual-literacy.org\/periodic_table\/periodic_table.html\">http:\/\/www.visual-literacy.org\/periodic_table\/periodic_table.html#<\/a><\/span><\/li>\n<li><span style=\"font-size: 14pt;\">Walking Gorilla = <a href=\"https:\/\/youtu.be\/vJG698U2Mvo\">https:\/\/youtu.be\/vJG698U2Mvo<\/a><\/span><\/li>\n<\/ul>\n<h4 style=\"text-align: center;\"><span style=\"color: #ff0000; font-size: 14pt;\"><strong>______<\/strong><\/span><\/h4>\n","protected":false},"excerpt":{"rendered":"<p>Quantitative SWOT analysis contrasts the internal, controllable aspects of the organization (i.e., Strengths and Weaknesses) with external, uncontrollable situational factors (i.e., Opportunities and Threats) to create consensus around potential actions an organization might take to reach its goals and objectives. Qualitative situational analysis[1] provides a poor method for building consensus. In what Dr. Tufte refers [&hellip;]<\/p>\n","protected":false},"author":1,"featured_media":14393,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_wp_convertkit_post_meta":{"form":"-1","landing_page":"","tag":"0","restrict_content":"0"},"_jetpack_newsletter_access":"","_jetpack_dont_email_post_to_subs":true,"_jetpack_newsletter_tier_id":0,"_jetpack_memberships_contains_paywalled_content":false,"_jetpack_memberships_contains_paid_content":false,"footnotes":"","jetpack_post_was_ever_published":false},"categories":[453185968,453185961,11161,453192187],"tags":[453192195,453190869,453190661,453191074,79782,652678,453192362],"class_list":["post-4758","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-analysis-methods","category-decision-making","category-meeting-structure","category-prioritizing-meeting-agendas","tag-bookend-rhetoric","tag-consensual-definition","tag-how-to-categorize","tag-quantitative-swot-analysis","tag-smart","tag-swot-analysis","tag-to-ws"],"yoast_head":"<!-- This site is optimized with the Yoast SEO Premium plugin v27.8 (Yoast SEO v27.8) - https:\/\/yoast.com\/product\/yoast-seo-premium-wordpress\/ -->\n<title>Quantitative SWOT Analysis Builds Consensus Easier &amp; 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