Tumblelog by Soup.io
Newer posts are loading.
You are at the newest post.
Click here to check if anything new just came in.

April 15 2016

PhysicalInterventionTraining2

Social Care Training in the UK

Securicare Logo
dealing with challenging behaviour


A SWOT Analysis is probably the best known and most traditionally used planning tool in social care services. It can be worth revisiting the basic principles however.

SWOT means Strengths, Weaknesses, Opportunities and Threats, which is useful when you are generating ideas and problems with someone. A big square is written and split into four sections each using one of the SWOT headings.

The questions below are useful prompts for discussion, with no judgements ought to be made concerning the issues identified, however unorthodox. Once ideas are already exhausted and entries made under each section, discussion may be encouraged about which factors are most significant, what are the priorities are, and the way challenges may be overcome

Strengths

 What advantages does your organisation have?
 What happens much better than anyone else?
 What resources do you have use of?
 What do people as your strengths?
 What factors imply that you deliver services effectively?

Weaknesses

 What can you improve?
 What in case you avoid?
 What are people prone to see as weaknesses?
 What factors limit what you can do to deliver services?

Opportunities

 Where will be the good opportunities facing you?
 What will be the interesting trends you are aware of of?
 What benefits are there for service users?

challenging behaviour training

Threats

 What obstacles can you face?
 What is occurring locally that you should be worried about?
 Are the requirements for your job or services changing?
 Is changing policy threatening your situation?
 Could any weaknesses seriously threaten any project?

The purpose of a SWOT analysis is usually to bring out all the issues, assumptions, hopes and fears that differing people have in the safe, non-judgmental way.

Most of us work on the foundation of assumptions, hopefully informed ones, but there is always the danger of confusing assumptions with facts. When you can be clear by what are the facts as well as what are your assumptions at the outset of an undertaking, this should help you manage risk and modify more constructively afterwards. By bringing these out to the open by way of a SWOT analysis and reaching agreement on shared assumptions, you have the grounds for a prosperous project plan.

Don't be the product, buy the product!

Schweinderl