How to Coach Yourself and Others Essential Knowledge For Coaching | Page 542

create a system for enabling management teams agreed and committed
to development work, which today we call 'managing change'.
The research carried on from 1960 through 1969. 1100 companies and
organizations were interviewed and a 250-item questionnaire was
designed and completed by over 5,000 executives. Seven key findings
lead to the conclusion that in corporations chief executive should be the
chief planner and that his immediate functional directors should be the
planning team. Dr Otis Benepe defined the 'Chain of Logic' which
became the core of system designed to fix the link for obtaining
agreement and commitment.
1.
2.
3.
4.
5.
6.
7.
8.

Values
Appraise
Motivation
Search
Select
Programme
Act
Monitor and repeat steps 1 2 and 3

We discovered that we could not change the values of the team nor set
the objectives for the team so we started as the first step by asking the
appraisal question, for example, what's good and bad about the
operation. We began the system by asking what is good and bad about
the present and the future. What is good in the present is Satisfactory,
good in the future is an Opportunity; bad in the present is a Fault and
bad in the future is a Threat. This was called the SOFT analysis.
When this was presented to Urick and Orr in 1964 at the Seminar in
Long Range Planning at the Dolder Grand in Zurich Switzerland they
changed the F to a W and called it SWOT Analysis.
SWOT was then promoted in Britain by Urick and Orr as an exercise in
and of itself. As such it has no benefit. What was necessary was the
sorting of the issues into the programme planning categories of:
1. Product (what are we selling?)
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