term paper on situational analysis

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A Complete Guide To Situational Analysis (With Examples)

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Summary. Situational Analysis is used to assess the internal and external factors of a business. It is used to help determine a business’ strengths, weaknesses, potential new customers, and any issues that may be there. The three popular methos of situational analysis are SWOT analysis, 5C’s analysis, and Porters Five Forces.

Successful businesses don’t just wing it and hope for the best. They proactively evaluate the landscape of their industry and the internal assets they possess. To do this, executives, team leaders, project managers, and others in positions of strategic leadership perform situational analyses.

A situational analysis allows for a company to take stock of its internal strengths and deficiencies, while also identifying the broader trends happening among competition and customers. It’s an invaluable step zero that smart teams run before making any grand plans.

We’ll cover three of the most popular methods for running a situational analysis, break down the benefits of each, and provide tips for performing one.

Key Takeaways:

Situational analysis assesses the internal and external factors of a business to clarify its advantages and disadvantages.

A situational analysis is particularly useful before launching a new project or marketing campaign.

There are many ways to perform a situational analysis such as, the SWOT analysis, the 5 C’s Analysis, and Porter’s Five Forces.

A useful situational analysis should be practical, easy to understand, provides equal attention to internal and external factors, and sets goals for your business.

What Is a Situational Analysis?

Factors to consider in situation analysis, why is a situational analysis important, methods of situational analysis, what is swot analysis, what is the 5c’s analysis, what is a porter five forces analysis, how to complete a situational analysis, qualities of useful situational analysis results, challenges of situational analysis, situational analysis faq.

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A situational analysis is a method used to assess the internal and external factors of a business. It identifies both the advantages a business enjoys and the challenges that it is likely to face.

The ultimate goal of situational analysis is to determine a business’ strengths, weaknesses, potential new customers, and lingering issues that contribute to the company’s general standing. Multiple different methods of analysis are used to complete this evaluation, and they’re often used in conjunction with one another.

Usually, situational analysis is started before launching a new project or embracing new marketing strategies. A situational analysis incorporates a few factors for consideration. These include:

Competition. Determine what steps you want your company to take by comparing the advantages you have over your competition and vice versa.

Product. Understand your product, whether it is a good or service. If you have multiple products, make sure to analyze them independently and assess how they relate to one another.

Distribution. Analyze how your product moves through the supply chain from beginning to end.

Customers. Know who your current customers are and who you want your prospective customers to be.

Market Environment. The environment of your market includes your industry and localized economy, as well as your relationship to suppliers and customers.

The purpose of conducting a situation analysis is to get a better understanding of the factors that will affect your company’s success. The results of a situational analysis give the business insight into how to move forward.

A situational analysis is important because there’s no way to fully grasp the scope of mitigating factors that impact the outcome of a company without implementing it in some form. It’s running an organization blindly.

A situational analysis describes the work environment for what it does well, where it needs improvement, and where the likeliest avenues of growth are.

Companies use several different methods to outline their overall performance and decide on what actions they should take next. A comprehensive situational analysis uses at least two of these methods to evaluate a company’s status.

Popular methods of situational analysis include:

SWOT analysis

5C’s analysis

Porter five forces

A SWOT analysis is a method of situational analysis that relies on taking stock of your Strengths, Weaknesses, Opportunities, and Theats. It;s a popular method of situational analysis. There are four main areas that this SWOT analysis looks into:

Strengths . Evaluating a company’s strengths asks you to determine what they do well. These can be positive aspects of their product, customer relations, or any other feature that acts as a strength.

Weaknesses. While many organizations are vocal and aware of their strengths, they may be less willing to face their weaknesses . However, understanding a company’s weaknesses and what areas these reside in is crucial to improvement.

Opportunities. Gathering a company’s opportunity pool is often a lot of brainstorming . Opportunities are places that the business expands to further its success. This could be in the form of catering to a new customer base or entering an emerging market.

Threats. More than any other piece of the SWOT analysis, the threats portion asks a business to think about external factors. These are outside entities or aspects that hurt a business and can lead to failure down the line.

These broad aspects are the qualities that determine a business’ current standing, future options, and potential problems.

The 5C’s analysis serves a similar function to the SWOT, but it’s used as a framework for marketing, rather than determining a company’s overall health. Understanding the 5C’s establishes marketing strategies that put a business ahead of its competition.

The 5C’s are:

Company. Even though the 5C method of analysis deals with marketing and competition, the first step is to look inward at your own company. Consider your business’ abilities, products, current marketing, and financials. Take stock of where your company stands.

Customers. Now that a picture of your company has been established, shift attention to the customer base. Ask yourselves what your company’s customers need and want. This leads to better communication between an organization and the individuals it serves.

Competitors. In any kind of business, knowing your competitors is how your company eventually surpasses them. If you don’t know who your company’s top competitors are, do some market research into the subject. When you have a firm grasp on who your team competes with, dig deeper into these brands and their marketing strategies.

Collaborators. The collaborators involved with your company are the exact opposite of the competition. It’s organizations that you could have a symbiotic relationship with. They’re investors or other businesses that you could potentially have a professional partnership with in the future.

Climate. The final aspect to assess through the 5C’s analysis is climate. This refers to the environment that your company is functioning in. That could refer to your business’ specific field or more global events that impact a variety of industries.

Competition is a huge aspect of a business’ success in its market. The Porter Five Forces analysis highlights this principle by evaluating competition to assess threats and using this knowledge to further your own company.

The elements of the Porter Five Forces are:

Evaluating existing competition. The first factor that the Porter Five Forces asks businesses to establish is the number of competitors they have and how strong they are.

The threat of substitutes. The threat of substitutes refers to the ability of a company’s product to be recreated. A company whose product or service has no similar substitutes has more control and power in the market.

The threat of new entrants. A company’s standing is also determined by how easily new competitors can enter their field in the future. Industries that are hassle-free to enter and become a valid competitor weaken the power of businesses participating overall.

Bargaining power of customers. Small businesses are often the most affected by the bargaining power of customers. This means how influential the customers are to driving a product’s price up or down.

Bargaining power of suppliers. Finally, the bargaining power of suppliers makes up the last tier of a complete competition picture. Just about every brand requires unique supplies to create their products, and these have to come from somewhere.

Choose a method of analysis. To complete a situational analysis at your company, first, choose a method that you’ll be using for evaluation. Many companies begin with the SWOT analysis because it provides the most comprehensive picture of a business’ status in terms of what it does well and how it could improve.

Complete the method’s guidelines. The second step to a situational analysis is the fairly simple direction of following your chosen method’s guidelines.

Reproduce with another method of analysis. Finally, reproduce your company’s situational analysis using a different method. Run through its steps completely. It’s recommended to perform all three methods of analysis for the most complete results and best strategy formulation.

It’s easily understandable. A company’s situational analysis results should be easily understandable. Someone who doesn’t work at your company or in your field should be able to understand it.

It’s practical. The point of conducting a situational analysis of a business is to gather useful data and formulate practical marketing strategies. If the results from a situational analysis are impractical and have no use, then the process was a waste.

Equal attention to external and internal factors. A business is never solely affected by internal or external factors. It’s a combination of both. A useful situational analysis pays equal attention to aspects inside and outside the business.

Inspires more company analysis. Beginning the discussion about where a company currently stands in the market and their potential outlets for improvement gets the ball rolling on future analysis. Practical analysis almost always ends with inspiration for more later on.

Includes goals for the future. Situational analysis isn’t just about the current status of your company but also setting intentions for expansion. A huge part of successful situational analysis is the formulation of goals for the future because, without them, the business simply remains stagnant.

Outlines plans for these goals . In addition to setting goals for your company’s future, useful situational analysis results in outlining a plan for how this feat will be accomplished.

Making a situational analysis is not always easier. Sometimes your company will have issues along the way. Common challenges include:

Cluttered or conflicting priorities during analysis.

Factors lacking objectivity.

All of these issues will doom a situational analysis if they are not handled properly. Remember, it is important that your situational analysis creates a clear picture that both your business and outsiders can easily understand.

Is situational analysis the same as SWOT?

No, situational analysis is not the same as SWOT. SWOT is one method for conducting a situational analysis. SWOT is an acronym that stands for Strengths, Weaknesses, Opportunities, and Threats.

What is situational analysis used for?

Situational analysis is used to create a framework from which a plan can develop. Performing a situational analysis is the first step toward setting priorities, delegating tasks, carrying out processes, and ultimately evaluating the success of a project.

What are the basic components of situational analysis?

The basic components of situational analysis in SWOT are:

Opportunities

The basic components of situational analysis in the 5C’s analysis are:

Competitors

Collaborators

The basic components of situational analysis in a Porter Five Forces analysis are:

Evaluating existing competition

The threat of substitutes

The threat of new entrants

Bargaining power of customers

Bargaining power of suppliers

What is the outcome of situational analysis?

The outcome of situational analysis is a comprehensive idea of the internal and external forces that will affect a business or project’s success. Ideally, a complete situational analysis should be recorded and sent to all relevant stakeholders, for use in designing plans specific to their department.

Marian University – Situational Analysis

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Sky Ariella is a professional freelance writer, originally from New York. She has been featured on websites and online magazines covering topics in career, travel, and lifestyle. She received her BA in psychology from Hunter College.

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Situational Analysis: Definition, Methods, Process, Examples

Appinio Research · 27.03.2024 · 27min read

Ever wondered how businesses make strategic decisions? How do they navigate through complex environments and stay ahead of the competition? The answer lies in situational analysis. In simple terms, situational analysis is like taking a snapshot of where a business stands right now and understanding the world around it. It's about examining both the inside and outside factors that can influence an organization's success. By dissecting internal strengths and weaknesses alongside external opportunities and threats, businesses gain valuable insights to guide their decision-making process. It's a crucial tool for anyone looking to understand the big picture of a business environment and make informed choices.

What is Situational Analysis?

Situational analysis, often referred to as environmental scanning or SWOT analysis, is the process of assessing the current state and dynamics of an organization's internal and external environment. It involves evaluating various factors that can influence the organization's performance, opportunities, and threats. The purpose of situational analysis is to provide decision-makers with valuable insights to inform strategic planning, resource allocation, and risk management.

Importance of Situational Analysis

Situational analysis plays a vital role in strategic decision-making and organizational management. Here are some key reasons why it is important:

• Informed Decision-Making:  By providing a comprehensive understanding of internal strengths, weaknesses, and external opportunities and threats, situational analysis enables decision-makers to make informed and evidence-based decisions.
• Strategic Planning:  Situational analysis forms the foundation for strategic planning by identifying strategic priorities, setting objectives, and aligning resources with organizational goals.
• Risk Management:  Situational analysis helps mitigate risks and develop contingency plans to address unforeseen challenges by identifying potential risks and threats facing the organization.
• Resource Allocation:  Situational analysis informs resource allocation decisions by identifying areas of opportunity and areas of improvement within the organization.
• Competitive Advantage:  Understanding the competitive landscape and market dynamics allows organizations to capitalize on strengths and differentiate themselves from competitors.
• Adaptation to Change:  In a rapidly evolving business environment, situational analysis helps organizations anticipate changes, adapt to new trends, and stay ahead of the competition.

Overview of the Situational Analysis Process

The process of conducting situational analysis involves several key steps to ensure thoroughness and accuracy. Here's an overview of the typical process:

• Define Objectives and Scope:  Clearly define the objectives of the situational analysis and establish the scope of the assessment.
• Gather Relevant Data :  Collect data from internal and external sources, including financial reports, market research studies, and competitor analyses.
• Analyze Internal and External Factors:  Evaluate internal factors such as strengths, weaknesses, and resources, as well as external factors such as market trends, competitive dynamics, and regulatory changes.
• Conduct SWOT Analysis :  Synthesize the findings of internal and external analysis to identify strengths, weaknesses, opportunities, and threats facing the organization.
• Interpret Findings:  Analyze the situational analysis results to uncover insights, patterns, and implications for the organization.
• Formulate Strategies:  Develop strategic initiatives and action plans based on the insights gained from the analysis.

By following this structured process, organizations can gain valuable insights into their current situation and make informed decisions to drive success and achieve their strategic objectives.

The Components of Situational Analysis

Situational analysis involves delving into both internal and external factors that can affect your organization. Let's explore each component in detail.

Internal Analysis

Internal analysis focuses on evaluating the strengths, weaknesses, and resources within your organization. This self-assessment is crucial for understanding your organization's capabilities and limitations.

When conducting internal analysis, consider various aspects of your organization, including:

• Human Resources:  Assess your workforce's skills, expertise, and effectiveness. Determine if there are any skill gaps or areas for improvement.
• Financial Resources:  Evaluate your organization's financial health, including revenue streams, profitability, and cash flow. Identify any financial constraints or opportunities for investment.
• Operational Efficiency:  Analyze your business processes and operations to identify inefficiencies or areas for optimization. Look for ways to streamline workflows and reduce costs.
• Brand Reputation:   Assess the perception of your brand in the market. Consider factors such as brand awareness, customer loyalty, and reputation management.
• Product or Service Quality:  Evaluate the quality of your products or services compared to competitors. Identify any areas where improvements can be made to enhance customer satisfaction.
• Organizational Culture:  Examine your organization's values, norms, and behaviors. Determine if your culture supports your strategic objectives or if changes are needed.

By conducting a thorough internal analysis, you can gain insights into your organization's core strengths and weaknesses, enabling you to make informed decisions and allocate resources effectively.

External Analysis

External analysis involves assessing the external environment in which your organization operates, including market conditions, competitors, and regulatory factors. This analysis helps you understand the opportunities and threats facing your organization.

• Market Trends :  Identify emerging trends and shifts in consumer behavior that could impact your industry. Stay abreast of technological advancements, changing demographics, and evolving market preferences.
• Competitive Landscape:   Analyze your competitors' strategies, strengths, and weaknesses . Identify key competitors and assess their market positioning, product offerings, and pricing strategies.
• Regulatory Environment:  Stay informed about regulations and compliance requirements relevant to your industry. Understand how changes in legislation or government policies could affect your business operations.
• Economic Factors:  Consider macroeconomic indicators such as GDP growth, inflation rates, and unemployment levels. Understand how economic fluctuations can influence consumer spending patterns and market demand.
• Social and Cultural Factors:  Take into account societal trends and cultural norms that may impact your business. These may include factors such as demographic shifts, lifestyle changes, and social values.
• Technological Advancements:  Evaluate technological developments that could disrupt your industry or create new opportunities. Consider the impact of innovations such as artificial intelligence, blockchain, and the Internet of Things.

By conducting external analysis, you can identify potential opportunities for growth and innovation, as well as anticipate threats that may jeopardize your organization's success. This proactive approach enables you to adapt to changes in the external environment and stay ahead of the competition.

SWOT Analysis

SWOT analysis is a strategic planning tool that combines the findings of internal and external analysis to identify strategic priorities and develop actionable insights.

• Strengths:  Internal factors that give your organization a competitive advantage. These could include factors such as strong brand equity, proprietary technology, or a loyal customer base.
• Weaknesses:  Internal factors that place your organization at a disadvantage compared to competitors. These could include factors such as poor brand reputation, limited financial resources, or outdated technology.
• Opportunities:  External factors that could be leveraged to your organization's advantage. These could include emerging market trends, changes in consumer behavior, or technological advancements.
• Threats:  External factors that could pose risks or challenges to your organization's success. These could include factors such as intense competition, economic downturns, or regulatory changes.

Situational Analysis Methods and Tools

To conduct a comprehensive situational analysis, you'll need to employ various methods and tools to gather and analyze relevant data. Let's explore some effective techniques for conducting situational analysis.

Market Research Techniques

Market research techniques play a crucial role in gathering insights into your target market, customers, and competitors. By employing these techniques, you can gain a deeper understanding of market dynamics and identify key trends and opportunities.

Surveys are a popular market research technique used to collect data from a large sample of respondents. Surveys can be conducted through various channels, including online surveys, telephone interviews, or paper-based questionnaires. By asking targeted questions, you can gather valuable insights into consumer preferences, purchase behavior, and satisfaction levels.

When designing surveys , it's essential to ensure that questions are clear, concise, and relevant to your research objectives. Consider using closed-ended questions with predefined response options to facilitate data analysis. Additionally, consider conducting pilot tests to refine your survey instrument and ensure its effectiveness.

Interviews provide an opportunity to conduct in-depth conversations with key stakeholders, including customers, industry experts, and internal staff. Unlike surveys, interviews allow for open-ended discussions, enabling you to explore topics in greater detail and uncover nuanced insights.

When conducting interviews, prepare a list of questions in advance, but be flexible and responsive to the interviewee's responses. Use active listening techniques to engage with the interviewee and encourage them to share their perspectives and experiences. Additionally, interviews should be recorded for later analysis and reference.

Focus Groups

Focus groups bring together a small group of individuals to participate in a facilitated discussion on a specific topic or issue. By harnessing the collective wisdom of participants, focus groups can generate rich qualitative data and uncover deep-seated attitudes and opinions.

When organizing focus groups, recruit participants representing your target market and ensure diversity in demographics and perspectives. Facilitate discussions using open-ended questions and prompts, allowing participants to express their thoughts freely. Consider using techniques such as brainstorming or role-playing to stimulate conversation and generate new ideas.

Data Analysis Tools

Data analysis tools are instrumental in organizing, analyzing, and interpreting the data collected during situational analysis. These tools enable you to uncover patterns, trends, and relationships within your data, facilitating evidence-based decision-making and strategic planning.

SWOT Analysis Grids

SWOT analysis grids provide a structured framework for organizing and visualizing the findings of your situational analysis. By categorizing strengths, weaknesses, opportunities, and threats into a matrix format, SWOT analysis grids allow you to identify strategic priorities and develop actionable insights.

When creating a SWOT analysis grid, list key factors under each category and assess their significance and impact on your organization. Use color coding or visual elements to highlight critical findings and trends. Additionally, consider conducting a SWOT analysis collaboratively with key stakeholders to gain diverse perspectives and foster buy-in for strategic initiatives.

PESTEL Analysis

PESTEL analysis is a strategic tool for evaluating the external factors influencing your organization's operating environment. PESTEL stands for Political, Economic, Social, Technological, Environmental and Legal factors, which collectively shape the macroeconomic landscape in which your organization operates.

When conducting a PESTEL analysis, systematically assess each factor and its potential impact on your organization. Consider how political changes, economic trends, social dynamics, technological advancements, legal regulations, and environmental concerns could affect your business operations and strategic objectives. Use the insights gained from PESTEL analysis to anticipate risks, identify opportunities, and adapt your strategies accordingly.

Porter's Five Forces Model

Porter's Five Forces model is a framework for analyzing the competitive dynamics of an industry. Developed by Harvard Business School professor Michael Porter, this model identifies five forces that shape the intensity of competition within an industry:

• The threat of new entrants
• The bargaining power of buyers
• The bargaining power of suppliers
• The threat of substitutes
• The rivalry among existing competitors

When applying Porter's Five Forces model, assess each force's strength and its implications for your organization's competitive position. Consider factors such as barriers to entry, buyer power, supplier power, substitute products or services, and competitive rivalry. Use the insights gained from this analysis to develop strategies that capitalize on your strengths and mitigate competitive threats.

By leveraging market research techniques and data analysis tools, you can gain valuable insights into your organization's internal and external environment, enabling you to make informed decisions and develop effective strategies for success.

How to Conduct Situational Analysis?

Conducting a comprehensive situational analysis requires a systematic approach that encompasses several steps. Let's explore each step in detail to ensure you gather actionable insights and formulate effective strategies.

1. Define Objectives and Scope

Before embarking on a situational analysis, it's essential to clearly define your objectives and scope. What specific questions do you want to answer, and what aspects of your organization or environment do you want to assess? Defining clear objectives will guide your analysis and ensure you focus on gathering relevant data.

When defining objectives, you need to define your:

• Strategic Goals:  What overarching goals or objectives are you aiming to achieve through the situational analysis?
• Areas of Focus:  Which aspects of your organization or environment do you want to assess? This could include internal capabilities, market dynamics, competitive landscape, or regulatory factors.
• Key Questions:  What specific questions do you want to answer? What insights are you seeking to gain from the analysis?

By clearly defining your objectives and scope, you can ensure your situational analysis is focused and targeted, enabling you to derive meaningful insights to inform your strategic decisions.

2. Gather Relevant Data

Once you've defined your objectives, the next step is to gather relevant data to support your analysis. This involves collecting information from both internal and external sources, including:

• Internal Data:  Gather data from within your organization, such as financial reports, operational metrics, customer feedback, and employee surveys. Internal data provides insights into your organization's strengths, weaknesses, and resources.
• External Data:  Collect data from external sources to understand market trends, competitor strategies, regulatory changes, and other environmental factors. External data helps you assess opportunities and threats facing your organization.

When gathering data, consider the following:

• Data Sources:  Identify the sources of data that are most relevant to your objectives. This could include primary sources (e.g., internal records, customer surveys) and secondary sources (e.g., industry reports, market research studies).
• Data Quality:  Ensure the data you collect is accurate, reliable, and up-to-date. Take steps to verify the validity of the data and address any potential biases or errors.
• Data Collection Methods :  Choose appropriate methods for collecting data, such as surveys, interviews, focus groups, or data analysis tools. Consider the strengths and limitations of each method and select the most suitable approach for your objectives.

As you gather relevant data for your situational analysis, consider leveraging innovative tools like Appinio for comprehensive data collection. With its user-friendly interface and powerful analytics capabilities, Appinio streamlines the process of gathering insights from your target audience.

By tapping into Appinio's extensive network of respondents, you can quickly gather valuable data on consumer preferences, market trends, and competitor perceptions. With Appinio, you can gain deeper insights into your organization's position in the market and make data-driven decisions to drive strategic growth.

Ready to harness the power of data-driven insights? Book a demo with Appinio today to see how it can revolutionize your situational analysis process!

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3. Analyze Internal Factors

With data in hand, it's time to analyze internal factors that may influence your organization's performance and competitiveness. Internal analysis involves assessing your organization's strengths, weaknesses, and resources across various dimensions.

4. Analyze External Factors

In addition to internal factors, external factors that may impact your organization's performance and competitiveness must be analyzed. External analysis involves assessing the broader business environment, including market dynamics, competitive forces, regulatory factors, and societal trends.

5. Conduct SWOT Analysis

With internal and external factors analyzed, it's time to conduct a SWOT analysis to synthesize your findings and identify strategic priorities. SWOT analysis involves identifying your organization's strengths, weaknesses, opportunities, and threats, and using this information to develop actionable insights.

6. Interpret Findings

Once you've conducted your analysis and identified key insights through the SWOT analysis, the next step is to interpret your findings. Interpretation involves synthesizing your data and insights to uncover patterns , trends , and implications for your organization.

• Key Themes:  Identify recurring themes or patterns that emerge from your analysis. Look for commonalities across different data sources and dimensions.
• Critical Issues:  Highlight critical issues or challenges facing your organization. Prioritize these issues based on their significance and potential impact.
• Strategic Implications:  Consider the strategic implications of your findings. How do your strengths align with market opportunities? How can you mitigate weaknesses and address threats? What strategies can you develop to capitalize on emerging trends and leverage your competitive advantages?

Interpretation involves critically analyzing your findings in the context of your organization's strategic objectives and competitive landscape. It requires synthesizing quantitative data, qualitative insights, and expert judgment to draw meaningful conclusions.

7. Formulate Strategies

The final step in performing a comprehensive situational analysis is formulating strategies based on your findings and insights. Strategic formulation involves developing actionable initiatives and plans to capitalize on opportunities, mitigate risks, and achieve your organization's goals and objectives.

• Strategic Priorities:  Identify the most critical issues and opportunities identified through your analysis. Prioritize these based on their impact and feasibility.
• Goal Alignment:  Ensure your strategies align with your organization's mission, vision, and strategic objectives. Each strategy should contribute to the organization's overall direction and purpose.
• Resource Allocation:  Allocate resources effectively to support the implementation of your strategies. Consider factors such as budgetary constraints, staffing requirements, and timeline constraints.
• Risk Management:  Identify and mitigate potential risks and challenges associated with your strategies. Develop contingency plans and risk mitigation strategies to address unforeseen obstacles.
• Monitoring and Evaluation:  Establish metrics and benchmarks to monitor the progress and effectiveness of your strategies. Regularly review and evaluate your performance to make adjustments as needed.

By formulating strategies informed by your situational analysis, you can position your organization for success in a dynamic and competitive environment. Strategic planning is an iterative process, so be prepared to adapt and refine your strategies based on changing circumstances and new insights.

Performing a comprehensive situational analysis is essential for organizations seeking to make informed decisions, mitigate risks, and seize opportunities in a rapidly evolving business landscape. By following these steps and leveraging appropriate methods and tools, you can gain valuable insights into your organization's internal capabilities and the external factors shaping its operating environment. This insight enables you to develop strategic initiatives that capitalize on strengths, address weaknesses, and position your organization for sustainable growth and success.

Situational Analysis Examples

Understanding situational analysis is best achieved through real-world examples that illustrate its application across various industries and organizational contexts. Let's look at some examples to provide a deeper insight into how situational analysis is conducted and its impact on decision-making and strategic planning.

Example 1: Retail Industry

In the retail industry, situational analysis is crucial for understanding market trends, consumer behavior, and competitive dynamics. For example, a retail company conducting situational analysis may:

• Internal Analysis:  Assess its store performance, inventory management systems, and customer service levels to identify areas of improvement.
• External Analysis:  Analyze market trends such as the rise of e-commerce, changing consumer preferences, and demographic shifts impacting purchasing behavior.
• SWOT Analysis:  Identify strengths, such as a strong brand reputation, and weaknesses, such as high overhead costs. Explore opportunities like expanding into new markets and threats like intense competition from online retailers.

Based on the situational analysis's findings, the retail company may formulate strategies such as enhancing its online presence, optimizing inventory management systems, and launching targeted marketing campaigns to attract new customers and increase sales.

Example 2: Technology Sector

In the technology sector, situational analysis helps organizations stay ahead of rapidly evolving market trends and technological advancements. For example, a software company conducting situational analysis may:

• Internal Analysis:  Assess its product portfolio, research and development capabilities, and talent pool to identify areas for innovation.
• External Analysis:  Analyze emerging technologies such as artificial intelligence, blockchain, and cloud computing, as well as competitive threats and market demand.
• SWOT Analysis:  Identify strengths such as proprietary technology and weaknesses such as limited market presence. Explore opportunities such as entering new verticals and threats such as cybersecurity risks.

Based on the situational analysis findings, the software company may develop strategies such as investing in research and development, forging strategic partnerships, and diversifying its product offerings to capitalize on emerging opportunities and maintain its competitive edge in the market.

Situational Analysis Applications

Situational analysis isn't just a theoretical exercise; it has numerous practical applications across various aspects of business management.

• Business Strategy Development:  Situational analysis forms the foundation for strategic planning by providing insights into internal strengths and weaknesses, as well as external opportunities and threats. Organizations use this information to formulate strategic initiatives, set objectives, and allocate resources effectively.
• Market Planning:  Marketing teams utilize situational analysis to develop targeted marketing strategies that resonate with their target audience. By understanding market trends, consumer preferences, and competitive dynamics, organizations can tailor their messaging, promotions, and product offerings to meet customer needs and differentiate themselves from competitors.
• Risk Assessment and Management:  Situational analysis helps organizations identify and mitigate risks that could impact their operations or performance. Organizations can anticipate potential challenges by assessing internal and external factors and develop contingency plans to minimize their impact.
• Decision-Making Support:  Executives and managers rely on situational analysis to make informed decisions about resource allocation, investment opportunities, and strategic initiatives. By providing data-driven insights, situational analysis empowers decision-makers to assess alternatives, evaluate risks, and choose the most viable course of action.

Situational Analysis Best Practices

To ensure the effectiveness of your situational analysis, it's essential to follow best practices that maximize the value of your efforts.

• Define Clear Objectives:  Clearly define the objectives of your situational analysis and establish the scope of the assessment. This ensures that your analysis remains focused and targeted, providing more actionable insights.
• Use a Multidisciplinary Approach:  Situational analysis benefits from input from diverse perspectives and areas of expertise. Involve stakeholders from different departments and disciplines to provide a holistic view of your organization's situation.
• Regular Monitoring and Review:  Situational analysis is not a one-time activity but rather an ongoing process. Regularly monitor changes in the internal and external environment and update your analysis accordingly to ensure its relevance and accuracy.
• Combine Quantitative and Qualitative Data :  Utilize a mix of quantitative data (e.g., financial metrics, market research data) and qualitative insights (e.g., customer feedback and expert opinions) to provide a comprehensive understanding of your organization's situation.
• Involve Key Stakeholders:  Engage key stakeholders throughout the situational analysis process to ensure buy-in and alignment with strategic objectives. Solicit input from employees, customers, suppliers, and other relevant parties to gain diverse perspectives.
• Communicate Findings Effectively:  Clearly communicate the findings of your situational analysis to relevant stakeholders, including executives, managers, and employees. Use visualizations, summaries, and presentations to convey complex information in an accessible and understandable format.
• Iterate and Adapt:  Recognize that the business environment is constantly evolving, and your situational analysis must adapt accordingly. Be prepared to iterate and refine your analysis as new information becomes available and circumstances change.

By following these best practices, you can ensure that your situational analysis is thorough, insightful, and actionable, ultimately helping your organization make informed decisions and achieve its strategic objectives.

Conclusion for Situational Analysis

Situational analysis serves as a compass for businesses, guiding them through the ever-changing market landscape. By examining internal factors like strengths and weaknesses alongside external elements such as opportunities and threats, organizations clearly understand their position and the challenges they face. Armed with this knowledge, they can chart a course toward success, leveraging their strengths, addressing weaknesses, and seizing opportunities while mitigating threats. Ultimately, situational analysis is not just a one-time task but a continuous process that empowers businesses to adapt and thrive in dynamic environments. By regularly assessing their situation, organizations can stay agile, responsive, and well-prepared to navigate uncertainties and capitalize on emerging opportunities. It's a strategic tool that empowers businesses to make informed decisions, stay ahead of the curve, and achieve their long-term goals in an ever-evolving world.

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Situational analysis as a framework for interdisciplinary research in the social sciences

This study presents situational analysis as a suitable framework for the development of qualitatively-oriented interdisciplinary research in the social sciences. The article argues that even though interdisciplinary research is considered a coveted form of research practice, it is not particularly well developed in the social sciences. This is partly due to institutional barriers, but also because the majority of disciplines lack a suitable theoretical and methodological framework capable of unifying a variety of theoretical bases and primarily methodological processes. Situational analysis, which is based on the work of second generation grounded theorists, is ideal for this purpose, as it offers a frame for theoretical, epistemological, empirical and methodological interdisciplinarity.

A key characteristic of the production of scientific knowledge in late modernity is its increasingly interdisciplinary nature (cf., e.g., Laflamme, 2011 ; Moran, 2002 ; Nicolescu, 2011 ; Nowotny et al., 2001 ; Sá, 2008 ; Steinmetz, 2005 ; Szostak, 2008 ), which has been heavily reflected in the literature since the mid-1990s (see particularly Gibbons et al., 1994 ; Hicks & Katz, 1996 ; Wallerstein et al., 1998 ; Ziman, 1994 ), most frequently in the form of transdisciplinary and interdisciplinary research. [1]

It is considered that a multidisciplinary approach to the creation of scientific knowledge was forced into being by the growing complexity of social phenomena ( Buanes & Jentoft, 2009 ; Marcovich & Shin, 2011 ), the need for holistic solutions to social problems ( Schut et al., 2014 ; Spielman, 2009 ) or both ( Russell et al., 2008 ), as well as the fragmentation of some scientific disciplines ( Bhambra & Holmwood, 2011 ; Holmwood, 2011 ; Turner, 2000 ) and the institutional expansion of others ( Garforth & Kerr, 2011 ; Klein, 1990 , 2011 ).

Many authors (e.g., Brewer, 1999 ; Gibbons et al., 1994 ; Wallerstein et al., 1998 ) see multidisciplinarity as a coveted research practice that aims to enrich our knowledge by enabling the genesis of new knowledge and offering solutions to complex social issues. Despite the emphasis on the necessity and usefulness of this strategy, it is often merely rhetorical, and in practice frequently encounters a number of barriers in scientific research. Petts and colleagues have made the particularly apt claim that “the development of interdisciplinarity is so difficult that true interdisciplinarity is a rare phenomenon” ( Petts et al., 2008 , p. 593). Numerous other authors (e.g., Jacobs & Frickel, 2009 ; Smelser, 2004 ; Weingart, 2000 ; Woelert & Millar, 2013 ) therefore now point out that there is a significant discrepancy between the avocation of multidisciplinary research in policy documents and actual research policy and research practice.

institutional barriers , the social and organisational structures of the different disciplines, which condition the education system and scientific careers as well as opportunities to publish or create a disciplinary identity ( Dubrow, 2011 ; Petts et al., 2008 ; Smelser, 2004 ). These factors are grouped together in such a way that researchers are taught and guided towards a clear research focus within a particular discipline and do not try to develop multidisciplinary research;

external interdisciplinary relations , i.e., the various power relations between the disciplines which not only result in disciplines being sharply delimited against one another, but can also cause one discipline to become subordinate to another ( Moran, 2002 ; Steinmetz, 2007 ). With this type of barrier, even where researchers are interested in performing multidisciplinary research, they often face the problem that their efforts are restricted by hostile relations between disciplines, which either carefully guard the subject they study or advocate the use of their models and methods to the detriment of the theoretical and research tools used by other sciences;

intellectual barriers , different cognitive schemes that are used in a particular discipline. These mainly include differing ontological assumptions and epistemological foci, which then produce different theoretical and methodological frameworks that do not allow disciplines to be linked up in research practice ( Klein, 1996 ; Nikitina, 2005 ; Petts et al., 2008 ).

In this paper, our aim is to provide a suitable theoretical and methodological framework that would enable us to eliminate most type (2) and (3) barriers in qualitative social science research, and thus gradually develop the potential to overcome type (1) barriers. We suggest that such a framework is offered by the concept of situational analysis , advocated by the American researcher Adele Clarke, and we show that it has the following: (1) a set of suitable theoretical-methodological or ontological-epistemological frames that ensure integration across social science and humanities disciplines. This enables us to bring together the research processes of sub-disciplines within the framework of a single research project. In other words, it eliminates at least some of the intellectual barriers impeding the development of multidisciplinarity; and (2) it approaches the subject of the research in a completely different way. It does not reduce it to an object in which just a single discipline specializes, but retains the complexity and diversity of the situation being researched. By its very essence, such a research strategy calls for a multidisciplinary approach and thus helps to break down the barriers associated with the cognitive structures of the disciplines; and (3) owing to the nature of its research tools and understanding of the subject of research, this is an alternative means of ensuring cooperation among scientific disciplines that does not lead to hegemonic interdisciplinary research, where one discipline would have to be subordinate to another or would have to cautiously guard its own boundaries. This then limits the number of barriers associated with interdisciplinary relations.

Some important points should be made concerning this aim. We start by assuming that there is clear establishment of a qualitative—or interpretative ( Maxwell, 2005 ) or naturalistic ( Lincoln & Guba, 1985 , 1994 )—research orientation in the human sciences which we have no need to defend or legitimise here. This has already been done in greater detail and with far greater care by other authors (see, e.g., Denzin and Lincoln, 2005 ). Moreover, qualitative research strategies can now be found in practically all of the social sciences, and their role following the post-modern, cultural or interpretative reversal has increased, as is evident in the wide range of literature (e.g., Reifová, 2010 ; Sewell, 2005 ; Steinmetz, 1999 ; Wagner, 2003 ). In the context of the argument we intend to present, it should be stated that our proposed general framework is designed primarily to serve the purposes of qualitative research, not positivist or post-positivist approaches, for which another unifying framework may be needed.

In what follows, we will first briefly describe the key characteristics of situational analysis and how they relate to the creation of a framework for interdisciplinary research in the social sciences and the elimination of intellectual barriers. Then we describe how situational analysis can contribute towards balanced cooperation in terms of power between the social sciences and towards removing the external interdisciplinary relationships that act as barriers.

Situational analysis

Situational analysis is part of the methodological and epistemological work involved in the “second generation of grounded theory” ( Moorse et al., 2009 ). Its leading exponent is the American researcher Adele Clarke ( 2003 , 2005 , 2007 , 2009 , 2014 ; Clarke & Charmaz, 2014 ; Clarke, Friese, & Washburn, 2015 , 2016 , in press), who created and developed situational analysis after 2003 in response to criticism directed at the first generation of this approach, particularly in the work of Barney Glaser and Anselm Strauss (1967) and Juliet Corbin ( Strauss & Corbin, 1990 , 1998 , 1999 ), and the postmodern turn in the social sciences.

Criticism of the work of the first generation of grounded theorists ( Bryant, 2002 , 2003 ; Charmaz, 2000 , 2006 , 2009 ; Clarke, 2003 , 2005 ; Dey, 1999 , 2004 ; Locke, 1996 , 2001 ) primarily consists of condemnation of its positivist basis, reflected in the following: (1) the limited reflexivity of research practices; (2) treating different results in the data as deviant cases, which results in meanings that do not correspond to the most frequent occurrence of results being marginalized; (3) the excessive generalization of cultural meanings into schematic categories; (4) the implicit promotion of causality in data analysis through the use of an axial model or so-called axial coding; (5) different variants of reductionism in research situations, limiting research to a single central phenomenon; and (6) the rigidity of the analytical procedures used in grounded theory, including a fixation on human actions/ behaviour.

For Clarke (2003, p. 554; 2005, p. xxiv), the postmodern turn embodies a departure from the subject and the emergence in scientific philosophy and the epistemology of phenomena such as an inclination towards discourse, culture and material entities when analysing social facts or emphasizing that a social fact is also discursive, cultural and material in nature. Other characteristics of this turn are an accent on the incompleteness and constructed nature of knowledge and the diverse standpoints those involved hold in relation to events, people, institutions and social processes. Last but not least, the postmodern turn is also characterised by an emphasis on the fragmentary, heterogeneous and complex nature of social reality.

According to Clarke (2007, p. 838; 2014, p. 226), the creation of a situational analysis should enable grounded theory to “push” and “pull” around this turn and lay the groundwork for a far more flexible and more widely applicable methodology based on the very best of the grounded theory tradition. We also assume that it enables the creation of a relatively broad, flexible yet coherent concept that would link up scientific research across the social sciences, leading to much more interdisciplinary research. The reasons for performing situational analysis conceal the effort to address much of the criticism of single-discipline approaches in the social sciences, i.e., the effort to overcome the one-sided/single-discipline view of phenomena, to deal with complex and multi-layered phenomena that call for a multidisciplinary approach or to find alternative ways of analysing data acquired using a variety of research techniques. Situational analysis should therefore not simply lead to the “pushing” and “pulling” of grounded theory around the postmodern turn, but also to the development and deepening of interdisciplinary qualitative research in the social sciences.

Although situational analysis is a new research method which has only developed significantly over the last decade, it now features in a wide range of social sciences: anthropology ( Carder, 2008 ), sociology ( Christensen & Casper, 2000 ; Friese, 2009 , 2010 ; Washburn, 2013 ), various fields of psychology ( Fulton & Hayes, 2012 ; Henckes, 2011 ; Ness & Strong, 2013 ; Schnitzer et al., 2011 ; Strong et al., 2012 ), health science ( French & Miller, 2012 ; Licqurish & Seibold, 2011 ; Mills & Bonner, 2008 ), social work ( Chen, 2011 ), the study of science and technology ( Shostak, 2005 ) and many others. Proof of the important influence that this concept has can be seen, for example, in the fact that during the last ten years the pivotal book by Adele Clarke (2005) , Situational Analysis: Grounded Theory after the Postmodern Turn , has amassed 550 citations in the Scopus academic research database ( Scopus, 2015 ).

Situational analysis as a framework for theoretical interdisciplinarity

Symbolic interactionism . The key assumption it draws from the work of its leading exponents ( Blumer, 1969 ; Denzin, 1989 , 1993 ; Hall, 1987 , 1997 ) is that social reality arises from the interaction of individuals and their sharing of meaning and ongoing definition of a situation. For Clarke, it is the open link to symbolic interactionism that forms an important ontological assumption that explicitly distances itself from the positivist focus of its predecessors (cf., particularly Glaser & Strauss, 1967 ; Glaser, 1978 ) and blends grounded theory with anti-positivism or with interpretative approaches in the social sciences.

Foucauldian discourse analysis , which enables the researcher to enrich grounded theory at the ontological level in two significant ways. Firstly, it places emphasis on discourse(s) that are part of the situation, since classic grounded theory (see, e.g., Glaser & Strauss, 1967 ; Strauss & Corbin, 1990 , 1998 , 1999 ) has a tendency to focus primarily on human actions/behaviour. Secondly, it openly debates the influence of power (so-called micro-politics) both in interaction between actors and also within organisations and social groups, where discourse imposes discipline on the individual and creates a certain form of subjectivity (see, e.g., Foucault, 2000 , 2009 ).

Strauss’s social arenas/worlds theory ( Strauss, 1978 , 1984 ), which is characterised by an attempt to depict meso-level phenomena in the form of social groups, organisations and various discursive arenas, where meanings are negotiated through the abductive logic of qualitative analysis. In this respect, grounded theory also covers the analysis of social groups and organisations, which extends beyond the micro-social orientation of traditional grounded theory. In response to Strauss, in her early writing Clarke (1991) stresses that social groups are crucial for creating social and individual identities and that commitments to them fundamentally influence human actions.

Study of science and technology (e.g., Latour, 2005 ; Star, 1989 ), which emphasizes the material aspects of the situation; in analyses focused solely on the actions of the actors these tend to be marginalized. However, material subjects have an influence on individuals in various different situations, either by specifically restricting/enabling the individual’s actions (e.g., movement, communication or the nature of relations between them) or because individuals create distinctive meanings for them which then influence their behaviour (e.g., in that people start to attribute importance to certain material elements).

If we consider these theoretical assumptions from the viewpoint of the integrating potential of situational analysis, the actual theoretical approaches from which it draws are very broad and extend beyond the boundaries of the individual disciplines (anthropology, philosophy, sociology, psychology, history, etc.). Each theoretical tradition considerably expands and enriches situational analysis, breaking down any intellectual barriers between the individual disciplines at their theoretical foundations.

First of all, symbolic interactionism, which is closely linked to pragmatic philosophy, constitutes the initial core of much qualitatively-oriented (Denzin, 1989 , 1993 ; Denzin & Lincoln, 2005 ) research, making situational analysis compatible with approaches that share similar bases across social sciences. In this theoretical framework, psychology and sociology are particularly close. In both, we can see the disappearance of a boundary delimited by theoretical concepts focused narrowly on the subject of each of these sciences (internal psychic processes versus society), and the process side of the domains’ research subjects are highlighted—i.e., the effect of society on the creation of mental processes and vice versa how psychic processes share in the production of social reality.

Stressing the power dimension of interpersonal relationships and the role of discourses in creating subjectivity allows the author to avoid the criticism addressed at older generations of interactiononistic authors who ignored the power relations and discourses involved in shaping the meaning of social reality ( Burawoy, 2000 ). In this regard, situational analysis innovates the project of symbolic interactionism itself and also opens up a space for theoretical cooperation between all disciplines trying to understand power relations between actors and the influence of discourses on human behaviour. In particular, it enables theoretical concepts adopted in sociology to be conveyed into the area of social work or organisational and healthcare studies. As Emmelin Erikson (2013) demonstrated in a health-supporting environment, the creation of meanings of a quality environment is strongly influenced by discourses that are present in the situation and that create normative expectations regarding its current and future shape.

Use of Strauss’s concept of social worlds and arenas then expands the cognitive horizon of situational analysis to include a social meso-level. While the majority of qualitative research focuses on the meanings of individuals, situational analysis also pays attention to how meanings are created by collective actors (groups or organisations) and how individuals create commitments towards collective actors. This move enables qualitative studies to be conducted in fields predominantly focused on a particular subject (psychology, healthcare fields or social work) to shift their attention beyond the horizon of that subject and to watch how it is formed by the activity of the organisation and social group.

Last but not least, emphasising material elements presents a further aspect that may be analysed in a research situation and which should be taken into account. Material elements are not only important for understanding the development of science and technology, but they also play an important role in other domains of social reality—work, education, medicine and many others. Situational analysis therefore aims for a much more expressive conceptualisation even in social scientific fields that do not traditionally specialise in them.

The theoretical bases of situational analysis thus not only expand the sphere of those aspects of social reality to be emphasised by the researcher, i.e., they give the researcher an interdisciplinary view of social reality, but also form the basis for cooperation among multiple disciplines and can prompt researchers from various fields (e.g., psychology, architecture, business economics) to cooperate together to understand a particular phenomenon. The synthesis of these four theoretical approaches in situational analysis then paves the way for an alternative understanding of the subject of the research, which is another factor that makes situational analysis a suitable framework for interdisciplinary research.

Situational analysis as a framework for epistemological interdisciplinarity

By changing the approach to the subject of the research, Clarke deals with much of the epistemological criticism brought on by the postmodern turn in the social sciences. According to the author ( Clarke, 2014 , p. 241), the very situation of exploration should form the basic unit of analysis . The subject of our research should therefore not be a partial phenomenon, e.g., actions, behaviour or experiencing a certain emotion, but the entire situation that encompasses and helps to shape these phenomena.

Although in traditional grounded theory, Strauss and Corbin ( 1990 , p. 163; 1998 , p. 184) attempted to resolve the role of the situation to a certain extent by drawing up what they referred to as the “conditional matrix,” which portrays the context of the phenomenon as well as the elements that influence human behaviour/actions from outside. Nevertheless, Clarke ( 2009 , p. 208) does not agree that the situation should be conceptualised in this way, as in her own words: “[…] the conditions of the situation are in the situation. There is no such thing as context.” By making this provocative statement, the author draws attention to the fact that breaking matters down into phenomenon and context is an arbitrary intervention on the part of the researcher and an act that may be performed and justified at the analytical level but not at the ontological level. Moreover, this basis enables her to show that all the elements in a given situation constitute and influence one another, meaning that they cannot be reduced to a mere phenomenon and its conditional context.

Transferring the analytical focus of the action to the situation will not reduce the phenomenon to a pre-identified expression of human action/behaviour and will not release it from the relations that (combine to) shape it, meaning that the entire situation being researched retains its complexity. Also, in the situation, it enables unique and particular elements to be identified that might not otherwise be considered if the researcher were to concentrate on just one main phenomenon from the very start. It is this approach that allows Clarke to make these broad theoretical starting points which do not separate theory from epistemology and method.

In terms of the development of interdisciplinarity, this epistemological turn is important because the social science disciplines often only study sub-phenomena that relate to the situation, e.g., the mentality of the actors, the way they experience emotions, the material elements in the situation, the discourses to which the people relate, or merely the actions and behaviour of the actors. What makes the situational analysis approach different is its emphasis on the fact that all these elements create the research situation and that we cannot focus on just one of them, as this would break it away from its relations to the other elements of the situation that constitute it. In other words, situational analysis, not only at the level of its theoretical bases, but also in terms of the conceptualisation of the subject of the research, is consistently interdisciplinary, which necessitates the integration of different forms of knowledge about all the aspects that make up the situation. This means that the integration offered by situational analysis is not merely theoretical, but also epistemological.

The usefulness of epistemological interdisciplinary situational analysis can be demonstrated in a number of cases. If, as one of them, we take interaction in a school classroom, the traditional object of pedagogical research, we should not just analyse the content and forms of interaction (pedagogical communication) but also the emotions that the individuals experience in that situation and the methods they use to regulate them, which is also a traditional object of psychological research. At the same time, we should also take into account how power is used by the individuals in the interaction, and how its use is interpreted and legitimised, which, by contrast, is the focus of attention in the sociological approach. We should also not forget the role played here by the material aspects (classroom layout, proximity/distance of the actors and communicational tools that the individuals have at their disposal), i.e., aspects of the situation that under normal circumstances would only be the subject of study in science and technology. We can see that in highlighting the situation as the basic unit of the analysis, the boundaries between the social science disciplines start to dissolve rapidly.

No less exemplary in this regard are the research surveys by Clarke and Montini (1993) on female contraception, or by Jenifer Fosket (2015) on breast cancer, which analyse all the elements that enter the research situation. On the one hand, we can see in them an effort to incorporate pressure groups (a traditional subject of study in the social movement and political science discipline) or introduce new kinds of treatment (an object of study in science and technologies), and on the other hand expert and moralising discourses that defend or criticise kinds of treatment (a traditional subject in cultural sociology), as well as individual interpretation and the experience of actors (an object of interest in sociology and the psychology of health).

Situational analysis as a framework for methodological interdisciplinarity

situational maps , serving to portray all the key elements present in the situation being researched regardless of the type of element involved (e.g., individual, social group, behaviour, emotion, discourse, significance or material). With this kind of map, what Jennifer Fosket (2015) refers to as a “thick analysis” is performed, i.e., as detailed as possible a comparison of relations between the individual elements of the situation. In this sense, therefore, situational analysis fulfils the basic premise of grounded theory as understood by Glaser and Strauss ( 1967 , p. vii), i.e., that it is “a general method of (constant) comparative analysis.” [2]

maps of social worlds and arenas , to identify the key social groups, organisations and arenas in which meanings are negotiated and which are included in the ongoing negotiations. In comparison with situational maps, maps of social worlds and arenas are a means of understanding the actors’ situations at the social meso-level, providing an understanding of how commitments are formed in individuals, e.g., as identities or in relation to various social groups, or how a situation is influenced by the discourses within a certain organisation.

positional maps , which cover the main positions (not) advocated by those involved in a given situation based on the semantic axes which can be found around central themes or problems identified within the situation being researched.

What is important for us is that all three tools enable the research processes to be integrated not only at the ontological, epistemological and theoretical levels but also at the methodological level. In this respect situational maps are the most general research technique used in situational analysis, and they enable the broadest possible methodological integration. Therefore, they create the best conditions for unifying research strategies. They can be used for the “cartographic analysis” of any kind of situation, even teaching pupils at elementary school, the conduct of doctors in regional hospitals, or researching social movements in rural France or tourism in Bratislava at the end of the nineteenth century. Situational maps can be constructed using any type of material, not just the available texts or recordings of interviews with informers, but also visual data and observation data, etc. Coding and the notes created notes on this diverse information can then be used to construct maps of any situation, capturing all the key elements that make up the situation. This enables situational analysis to integrate various techniques for the qualitative production of data into a single methodological framework.

Maps of social worlds and arenas then represent an analogous means of organising and integrating data at the social meso-level, which is particularly useful for monitoring the development of social groups and organisations. They enable us to track their emergence and demise, as well as transformations in the exclusivity and dominant values which constitute their symbolic boundaries ( Lamont & Molnár, 2002 ) in addition to the discourses they themselves generate. The research processes of all disciplines interested in the social meso-level can be connected up and unified, i.e., not only sociology and psychology, but also organisational studies, marketing, ecology, urbanism, corporate economics or medical research with groups of patients or healthcare institutions. Moreover, some of the most intensive empirical research over the last decade has been developed through situational analysis.

Last but not least, the use of positional maps gives a deeper understanding of the key positions of the actors identifiable in qualitative data. This kind of methodological tool can again be applied across all disciplines striving to understand how individual actors deal with certain problems or issues. This can be done regardless of whether it involves the position of children in relation to their nursery school teacher, how indigenous peoples see the arrival of Western medicine in Papua New Guinea or what librarians think of the way municipal library information systems work. In these examples, we again see a blurring of the boundaries between pedagogy and psychology, anthropology and health sciences, and computer science and urban studies.

Situational analysis as a federal structure of the disciplines of social science

In relation to the external barriers of multidisciplinary research in the social sciences and in response to the inspiring work of George Steinmetz (2007) , we have developed a keen awareness that collaboration between disciplines is not an “innocent undertaking.” It may actually take on various power configurations that represent various forms of cooperation based on interdisciplinarity and transdisciplinarity. In this article, we must therefore define the configuration of relations among the social science disciplines that we think are particularly suited to the use of situational analysis as a suitable framework for the development of interdisciplinary research.

Indirect imperial domination , reminiscent of the international political situation of the United States in the 1980s and 1990s when it tried to assert its hegemony in various regions of the world by indirect means without direct territorial subjugation. According to Steinmetz ( 2007 , p. 56), this type of interdisciplinary research leads to situations where less-developed disciplines take over categories, classifications, theoretical approaches and methodological strategies under the influence of disciplines that are far more dominantly established in the social sciences, thereby making them indirectly dependent.

Colonialism , i.e., a situation where one country directly controls the territory of another, such as the British Empire territory in what is now South Africa in the nineteenth century. What is characteristic about disciplinary colonialism is that one discipline controls another and clearly dictates how knowledge should be produced and validated within that discipline.

The Westphalian system of equal sovereign states is the third type of analogy of interdisciplinary cooperation, in which scientific disciplines exist as sovereign entities with clearly differentiated boundaries and none is dominated by another. This kind of relationship is reminiscent of the ties between the states of Europe after 1648, when the system of territorially delimited and sovereign states emerged. In this concept, the individual disciplines carefully monitor their boundaries and tend to define themselves rather than collaborate with one another.

Non-imperial travel and transculturation . The last pattern of international relations applicable to scientific disciplines is similar to the situation after the fall of an empire, e.g., the end of colonial administration in India in the 1960s. If we then look at relations between disciplines from the viewpoint of this analogy, an originally dominant and self-contained discipline loses control of its boundaries, or the disciplines it formerly controlled, providing an opportunity for mutual inspiration, i.e., for bilateral cultural enrichment.

According to Steinmetz ( 2007 , p. 57), the most suitable of these four forms of interdisciplinary cooperation is the last one, as it strives to avoid power (sub)dominance on the one hand and the close guarding of its boundaries on the other, both being mechanisms that, according to him, do not result in any significant mutual enrichment between disciplines or help to develop scientific knowledge.

Although situational analysis is a framework for taking an interdisciplinary approach to research, we do not think that it corresponds to any of the types of interdisciplinarity described by Steinmetz (2007) because of the power relations between fields. In our opinion, situational analysis offers a federal structure of disciplines , reminiscent of relations in political federations, e.g., the “Union” in the United States in the nineteenth century or the Hanseatic League of cities in Europe in the sixteenth century, where political sub-units are connected on the basis of shared values, objectives and international policy instruments. If we then apply this concept to cooperation between disciplines (e.g., anthropology, sociology, political science), this would mean that disciplines based on the same values (ontology) and with similar objectives (epistemology) could cooperate together when using shared research tools (methodology).

The federal structure is a suitable “political” framework for interdisciplinarity, as it transcends the boundaries of the various disciplines and does not enforce their individual cognitive interests which could adversely restrict the subject of the research. Instead, it provides researchers with a bolt enabling them to connect their research work with that of other researchers with similar ideas from other disciplines or with a basis for individually controlled research which seeks to respect different cognitive viewpoints without enforcing the primacy of just one of them. Because of this, situational analysis does not lead to the colonialism of other disciplines nor does it result in disciplines cautiously guarding their own boundaries, or in non-territorial dominance.

Although there are numerous barriers impeding the development of multidisciplinary research in the social sciences, approaches exist that have the potential to overcome them. One of these is situational analysis, which, in the case of qualitative research, enables at least some of these barriers to be broken down. Specifically, these provide ways of eliminating most of the barriers created by the existence of different intellectual bases and external interdisciplinary relations.

Following the work of Katri Huutoniemi et al. ( 2010 , pp. 84-85), situational analysis may be said to represent a strong concept of interdisciplinarity , which blends empirical, methodological, theoretical and epistemological interdisciplinarity to form a single model of scientific research. In practice, this approach results in the connecting up of different kinds of empirical data which in normal circumstances would just be part of one research field greatly enhancing our understanding of empirical reality. Different data collection techniques are then combined to form a coherent methodological system, while the synthesis and development of theoretical concepts from multiple research fields give it a far more holistic and comprehensive picture of social reality. It also leads to an alternative way of understanding phenomena which highlights the fact that the situation from which the analysis must start should be the subject of all social sciences. It is this accentuation of the role of the situation and situationality of all phenomena that leads us to believe that we should understand phenomena through interdisciplinary logic.

However, this distinct focus on the situation does not only bring advantages. Many of the diverse elements present in the situation that needs to be dealt with by the researcher raise questions as to how all the aspects of the situation can be captured and represented. In this regard, and in the spirit of the pragmatic philosophy from which it originates, situational analysis offers the following answers. The researcher should focus mainly on those aspects of the situation that are most useful from the cognitive point of view, i.e., those that we know the least about and that have the greatest potential to lead to a new discovery. As for the representation of various meaning positions, in research based on situational analysis the process of cumulating findings may be slower but its scientific value is significantly higher, as it does not involve unreflected (theoretically or epistemologically managed) reductionism and allows for a much deeper understanding of complex reality.

As we noted at the beginning of the study, situational analysis is not and cannot be a general tool for developing multidisciplinarity in all social science fields because it is closely tied to qualitative research methodology, antipositivism and pragmatic philosophy. These three approaches contain the potential for interdisciplinary research based on situational analysis. Since the qualitative approach can only be used in certain kinds of research, this restricts its use as a tool of methodological interdisciplinarity within social science. From the antipositivist orientation stems the limitation in the field of epistemological interdisciplinarity and from the tradition of pragmatic philosophy, of theoretic interdisciplinarity. Despite these understandable limitations, we still believe that situational analysis is a promising approach, which, if used more frequently, could lead to the development of alternative (non-power-based) forms of interdisciplinarity in the social science.

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The Situational Analysis and the Strategic Communications Plan Paper Example

Research and situational analysis.

The initial, and most crucial, step in developing the strategic communications plan is to examine the current situation in the organization. I will use the inductive approach to conduct the research. This approach begins by collecting the relevant data on the topic of interest. One way to collect data will be via internal and external surveys to determine the satisfaction of citizens and police and the perception of services. Interviews and focus groups will also be part of the data collection since they can help in examining and interpreting the results from the survey (Stephens et al., 2011).

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The situational analysis will involve a brief history of the police department, a SWOT analysis and a reputational assessment (Stephens et al., 2011). It is an exploration of the issues affecting the internal and external environment of the police body. The elements of the situational analysis will enable communication planning by pinpointing the specific areas to be addressed. The situational analysis shows that there is a lack of trust between the authorities and members of the public.

Determining Goals and Objectives

Strategic communication objectives and goals are meant to support the vision and mission of the police department while assisting in the achievement of operational goals (Stephens et al., 2011). Therefore, it is vital to ensure that the message and objectives of the communication plan are clear. The primary goal of conducting this strategic communication plan is to improve the existing relationship between the police and members of the public. The first objective is to educate all the police members in the department on the importance of interacting with the public without breeding dissent. The other objective is to gauge whether members are satisfied or unsatisfied with the way the force is set up. The target group includes neighbourhood associations, members of the public, and the police force since they will be directly affected by the impending changes in the communication plan.

Communication Strategies

This part outlines the specific strategies that help in moving from an objective to the recommended action (Stephens et al., 2011). Communications strategies generally describe the kind of action one must implement to fulfil an objective. The initial strategy is face-to-face meetings with the members of the police force. There will be meetings to discuss the importance of public interaction. Face-to-face meetings offer the opportunity for immediate feedback and a chance to read their body language. The other strategy will be the use of an online poll where the members of the public can choose whether they were satisfied with the police services or not. It is hard to get all the members of the public in one place hence using an online poll will grant them easy access.

The First 4 Main Steps

Research and situational analysis.

I will research to identify whether there is a need for revising the communications plan. I will then conduct a situational analysis to see the various external and internal issues currently facing the department and determine the one that needs to be addressed. Research has shown that the current relations between the police and the public are at an all-time low.

Strategic Approach

The overall strategic approach shows the goals, objectives, and the strategies involved in achieving them (Potter, 2012).

The goal is to improve the relationship between the police force and the public.

To educate all the police officers in the department regarding the importance of public relations. It will occur via face-to-face communication

To estimate whether the public is satisfied, or not, with the police service. It will be conducted via an online poll for the public.

The money needed to cover the education of police and conducting the research. The plan cannot proceed if there is no budget to perform these vital activities. I will calculate the real cost of achieving every objective to determine an accurate budget (Potter, 2012).

This step involves evaluating and measuring the results to determine whether the relationship between the public and police has improved.

Potter, L. (2012). The Strategic Communication Plan: An overview. Retrieved from https://www.iabc.com/the-strategic-communication-plan/

Stephens, D., Hill, J., & Greenberg, S. (2011). Strategic communication practices. Washington, D.C.: U.S. Department of Justice, Office of Community Oriented Policing Services.

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Situation Analysis Essay Examples

Type of paper: Essay

Topic: Communication , Technology , Innovation , Energy , Company , Employee , Computers , Cloud Computing

Words: 2000

Published: 02/19/2020

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Communication Plan

A Energy Company’s lack of innovation is a deficiency that carries a significant impact on its information technology infrastructure. The lack of innovation is attributed to the consistent changes in technology and results into network performance challenges. The company’s deficiency in innovation is a weakness capable of causing its collapse. A Energy must strive to cope with technology changes through an efficient system assessment program, and the reduction of infrastructure-related costs. The company also needs to develop a network system that will speed its operations in light of its expansion. The company seeks to employ a new strategy in information technology to aid innovation. The company will use cloud computing to enhance its information technology infrastructure in both the existing and potential markets. Cloud computing involves connection of a system of computer systems through a network (Rhoton, 2010). The lack of innovation affects A Energy’s operations because it integrates technology into the manufacture of its products.

Communication Objectives

There are several expected outcomes from the communication effort to A Energy regarding the employment of cloud computing in its operations. The overall objective for communication is technology innovation. Other objectives include the generation of surplus funds through the establishment of a stable information technology infrastructure and the efficiency of shared company resources. Such resources include the materials used for the manufacture of A Energy’s products. The surplus funds will be channeled to the other company’s activities. The reduction of technology-related costs will indicate a successful application of cloud computing.

Target Audience

This communication plan targets A Energy’s stakeholders, who include the company’s management, employees, customers, shareholders, and potential users in the projected markets. The employees in the information technology department, however, are the primary internal stakeholder targets. These are the information technology manager, the data analyst, the programmer, and the security and monitor managers. This is because they are conversant with the technology approaches and are the most concerned in regards to innovation.

Opportunities and Challenges

The incorporation of cloud computing in A Energy’s information technology network will give the company business opportunities in the new market segments. This is because there is uncertainty about the technology in the new segments. The adoption of cloud computing will seal the uncertainty loophole and create a business environment for the company. The firm will also have a surplus in funds at disposal, through saving on technology-related costs. The adoption of cloud computing, however, faces the challenge of reluctance. This is because the information technology department members may be unwilling to overhaul the existing infrastructure to incorporate cloud computing. Reluctance may lead to a loss of resources such as time and funds (Papp, 2001).

Internal stakeholders

A Energy’s internal stakeholders include suppliers, investors, and employees. The components of this plan are based on the needs of these stakeholders. The employees rely on their employer’s company for wages, the customers for products, and the shareholders for investments. The interest of A Energy’s shareholders, for example, is its continuity while that of the consumers is accessing quality energy-efficient products. Cloud computing improves a company’s operations through the optimization of resource use and enhancement of communication (Rhoton, 2010). The employees need a source of motivation for technology innovation while the suppliers need sufficient information about orders to facilitate production activities. The investors also need to be assured of the company’s sustainability through technology innovations. The proposed system, therefore, is efficient as it meets these needs. The benefits of cloud computing will be communicated to the suppliers, investors, and employees. The suppliers will be educated on how they can readily access information from the company. This information will help them determine when their services are needed; this will speed up the ordering and production process for A Energy. This plan will also highlight the benefits the investors will reap from the use of cloud computing; since cloud computing is cost efficient, the surplus funds and profits will generate additional dividends that will be shared among them. Cloud computing will enable employees share information from a location to another; this will ease their work. Additionally, cloud computing will enable employees do more work in less time.

External stakeholder

The company’s external stakeholders such as the customers need the provision of innovative products that are manufactured through the integration of technology and operations. Cloud computing will coordinate the operations in all stations to be established in the new markets. This coordination will facilitate better and quality production; because cloud computing enables a globalized network at cheaper costs (Furht & Escalante, 2010). The company’s customers will then access its products at cheaper costs. The components of this communication plan are necessary to A Energy’s customers. This is because customers are the consumers of the company’s products; therefore, they need an assurance of the continuity and betterment of the quality of the products they acquire from A Energy. This communication plan will provide that assurance through helping comprehend cloud computing concepts.

Key Messages

Technology innovation and the sustainability of A Energy Company are the fundamental concerns for the proposed strategy. A Energy Company depends on technology for its operations; the company, however, is inadequately endowed in terms of innovation. The need for innovation is urgent because the company intends to expand its markets to the eastern and central parts of America. These markets are characterized by uncertainty in regards to competence in technology; the company, therefore, needs adequate preparation before venturing into them. Cloud computing is a concept that promotes technology innovation; the system will help the employees to come up with ideas regarding the company activities such as production. A Energy also needs cloud computing for an adequate interconnectivity system in these markets. Interconnectivity of technology systems enhances smooth business operations because people at one station are in communication with another. The sustainability of a company that relies on technology for operations depends on its ability to use new systems (Papp, 2001). Sustainability is a concern for a company’s stakeholders. The stakeholders need a reason that compels them to keep investing in the company. A Energy is one such company whose operations are crucial for its continuity. Cloud computing creates an interconnected network that enables the personnel under the infrastructure to communicate efficiently, hence higher productivity and smooth operations. The use of cloud computing is a solution to these challenges; because A Energy does not need to have more employees because the technology allows fewer workers to do more work. The company also needs to reduce capital costs associated with technology infrastructure and invest it in other areas such as market expansion. Cloud computing promotes saving because there will be no need to buy additional software and hardware. The achievement of innovation is possible if A Energy’s stakeholders change their attitude towards technology. Cloud computing systems also improve accessibility; the employees in one station will readily access the information from another, hence smooth business operations.

Communication Channel

A Energy’s management team will be used as the communication channel for the proposed strategy. This is because it controls the company’s internal stakeholders. The executive director will communicate the cloud computing strategy to the employees and shareholders in a meeting. The director, during this meeting, will highlight the attributes of cloud computing and its expected outcomes. The stakeholders in other locations will be notified through conference meetings and the company’s website.

Communication Approach

This communication plan seeks to gain active support for the proposed strategy from A Energy’s top management. This will be achieved through the provision of tools to aid their understanding of the cloud computing concept. Such a tool is holding education sessions about the operation of the system. The terms used in reference to cloud computing will be simple to help managers and employees understand the concept. Response will be crucial for the achievement of the set communication objectives; therefore, ongoing feedback from both the management and employees will be captured to forecast the outcome of the implementation. Communication needs that arise during the sessions will be responded to immediately for the achievement of communication objectives. This initiative is needed to convince the target audience of the benefits of cloud computing. People are resistant to change; this plan will help eliminate this rigidity and facilitate open mindedness. Dummy systems of cloud computing will be set up in an attempt to gain adequate support from the management. These systems will further aid the understanding of the concept; it will make it easier for the employees to operate an actual set up after implementation.

Implementation Plan

The incorporation of cloud computing into A Energy’s information technology infrastructure will be implemented in three phases. The activities under each phase have a purpose and time specification. - Phase one This phase entails the preparation of A Energy’s management to communicate the proposed changes. This will be done through the provision of information kits that explain the new management and employee responsibilities. These kits will also highlight the changes and procedures to address concerns raised by the stakeholders. The purpose for this is to inform A Energy’s management of the impending changes, and prepare them for its implementation. This process is scheduled to be complete within one month. The second step in this phase is the creation of execution teams that will review the implementation plans and communication materials used for the proposed change. This serves a purpose to ensure that these plans are appropriate for the information technology department. This activity will last two weeks and will pave the way for the second phase. - Phase two The communication of the proposed plan will be conducted in this phase. The first activity in this stage will be holding discussion forums with employees to explain the cloud compu ting concept and its implications. This communication helps the human resource to acquire knowledge about how a change affects its responsibilities (Guffey & Loewy, 2010). This activity will last one month in which three discussions will be held. The second activity is to publish newsletters and memorandums to explain what the implementation of cloud computing will mean to the company. This printed material will also indicate the scheduled implementation plan. This activity will last two months after which the third phase will commence. - Phase three This phase will be characterized by surveys on both managers and employees to monitor the effectiveness of communication. The survey will be conducted online on a sample population of employees and management team of the A Energy Company. The purpose for this activity is to assess the possibility of achieving the communication objectives; this will help in determining whether there will be a need for follow-ups (Potter, 2001). This activity will last one month after, which the management will make a final decision about the incorporation of cloud computing into A Energy’s operations.

Furht, B., & Escalante, A. (2010). Handbook of cloud computing. New York: Springer. Guffey, M. E., & Loewy, D. (2010). Essentials of business communication. Mason, OH: South-Western/Cengage Learning. Papp, R. (2001). Strategic information technology: Opportunities for competitive advantage. Hershey, Pa: Idea Group Pub. Potter, L. R. (2001). The communication plan: The heart of strategic communication. San Francisco, CA: International Association of Business Communicators. Rhoton, J. (2010). Cloud computing explained. London: Recursive Press.

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