Facilitating Discussions Using Both Tools in Sequence

One simple decision separates those who move from insight to execution in days from those stuck in analysis paralysis for weeks: whether to stop at listing factors or press forward into strategy formulation. I’ve seen teams stall after a clean SWOT because they treat it like the final deliverable. The real power emerges when you don’t just describe the landscape—you map how to navigate it.

As a strategy facilitator, I’ve guided over 200 team sessions. My experience shows that the most effective teams don’t do SWOT and then TOWS as two isolated exercises. They treat SWOT as the foundation and TOWS as the bridge to action. When done right, this sequence turns a group discussion into a strategic launchpad.

This chapter is designed for facilitators, managers, and team leads who want to run productive, structured sessions that deliver more than just a list of strengths and opportunities. You’ll learn how to guide a team from exploration to execution, using SWOT to build awareness and TOWS to define direction. The goal is not just to evaluate—but to decide, align, and act.

Why Sequence Matters: SWOT Before TOWS

Attempting to start with TOWS without a solid SWOT foundation is like building on sand. You may generate strategies, but without clear inputs, they lack grounding. SWOT provides the necessary structure to explore internal and external factors objectively.

Here’s my rule of thumb: if your team hasn’t spent at least 20 minutes identifying what’s truly within their control and what’s not, don’t jump to strategy. The clarity of SWOT prevents misaligned assumptions and ensures that TOWS actions are based on reality—not speculation.

A common mistake in team strategy sessions is rushing to solutions. When teams skip SWOT and go straight to TOWS, they often end up with strategies that don’t solve real problems. The structure of SWOT forces a pause: “Is this a strength or a weakness?” “Is this an opportunity or a threat?” This simple check stops overconfidence and grounds decisions in observation.

The Power of the Transition: From ‘What Is’ to ‘What If’

SWOT identifies the current state. TOWS answers, “What can we do about it?” The shift isn’t just procedural—it’s cognitive. It moves the team from descriptive thinking to prescriptive action.

I once facilitated a SWOT to TOWS workshop for a mid-sized nonprofit transitioning to digital services. The SWOT session revealed a key strength: deep community trust. But it also uncovered a critical weakness: limited tech expertise. Without SWOT, we might have jumped straight to “develop a digital platform.” But with SWOT, we could ask: “How can we leverage trust to overcome lack of expertise?” That question led to a TOWS strategy: “Use trusted partners to co-develop the platform.”

That’s the pivot. SWOT is the map. TOWS is the route planning. Without the map, you risk going off-road.

Step-by-Step: How to Run a SWOT to TOWS Workshop

Here’s the exact sequence I use in team strategy sessions. It’s tested, scalable, and works in both small teams and large departments.

1. Set the stage: Begin with a 2-minute context setting. Explain that this session will start with exploration and end with actionable decisions.
2. Run SWOT in silence: Give 10–15 minutes for individuals to write down strengths, weaknesses, opportunities, and threats. No discussion—just individual reflection.
3. Share and group: Invite team members to read their items aloud. Use a whiteboard or digital board to cluster similar items. Encourage short, clear phrasing.
4. Validate and clarify: Ask the group, “Is this truly a strength, or a perceived advantage?” Challenge assumptions gently. This is where the team builds shared understanding.
5. Transition: “Now that we understand the landscape, let’s turn this into strategy. We’ll now use the TOWS matrix to explore how to respond.”
6. Build the TOWS matrix: Create a 2×2 grid: top-left (Strength-Opportunity), top-right (Weakness-Opportunity), bottom-left (Strength-Threat), bottom-right (Weakness-Threat). Fill in strategies for each quadrant.
7. Focus on feasibility: For each strategy, ask: “What would it take to make this happen?” and “Who would own this?” This grounds the strategy in execution.
8. Rank and decide: Use a simple voting system (1–3 votes) to identify top 3 strategies. Focus on impact and feasibility.

This sequence works because it creates psychological momentum. The team begins with low-stakes input, builds shared ownership, and ends with a concrete decision. No one walks away wondering, “What should we do next?”

Pro Tip: Use a Color-Coded Template

I recommend using a digital or printed template with color coding:

	Opportunities	Threats
Strengths	SO Strategies	WO Strategies
Weaknesses	ST Strategies	WT Strategies

Color helps the brain process faster. Green for growth (SO), red for protection (WO), orange for defense (ST), blue for survival (WT). This visual cue speeds up strategy selection during team strategy sessions.

Overcoming Common Challenges in Facilitation

Even with a clear process, facilitators face obstacles. Here’s how to handle them:

• Overwhelming input: If too many items emerge, use a 2-minute “filter round.” Ask, “Which three items matter most to our current goals?” This keeps focus.
• Debate without resolution: When opinions clash, shift to, “What evidence supports this?” This moves conversation from opinion to data.
• Strategy ideas that are too vague: Ask, “What would success look like in 90 days?” This sharpens the idea into a testable action.
• Time running short: Prioritize SO and WO strategies—these are most likely to yield growth and immediate improvement.

My advice: Don’t aim for perfection. Aim for clarity. A simple, focused TOWS matrix is better than a complex one that no one understands.

When Not to Use This Sequence

There are times when running SWOT and TOWS together isn’t needed. For example:

• When the team already has a clear strategic direction and only needs tactical alignment.
• When time is extremely limited—focus on TOWS only, but base it on a quick SWOT input.
• When dealing with highly technical or operational teams who need immediate action, not reflection.

But for most strategic planning contexts—especially in organizations undergoing change, launching new ventures, or aligning cross-functional teams—running both tools in sequence is the most reliable path to decision clarity.

Real-World Application: A Case from the Field

A mid-sized healthcare provider wanted to expand into telehealth. They ran a SWOT to TOWS workshop. SWOT revealed strengths: strong clinical reputation and patient loyalty. Weaknesses: outdated IT systems and limited remote access. Opportunities: growing demand for virtual care. Threats: new competitors moving fast.

From this, the TOWS matrix generated:

• SO: Leverage reputation to launch a premium telehealth service with certified clinicians.
• WO: Partner with a cloud provider to upgrade infrastructure and enable remote access.
• ST: Use existing trust to position against new entrants with a more secure, privacy-first platform.
• WT: Invest in staff training and pilot programs to mitigate risks of system failure.

They chose SO and WO as priority. Within six months, they launched a pilot with 80% patient uptake. The strategy wasn’t just “do telehealth”—it was “leverage trust to build a credible, scalable virtual care offering.”

Frequently Asked Questions

How long should a SWOT to TOWS workshop take?

Plan for 60–90 minutes. Allocate 30–40 minutes for SWOT, 30 minutes for TOWS, and 10–15 for decision-making. Adjust based on team size and complexity.

Do I need a facilitator for team strategy sessions?

Yes, especially in early stages. A neutral facilitator prevents dominance by strong personalities and ensures all voices are heard. An internal team member can facilitate, but they must remain neutral.

What if the team disagrees on SWOT categories?

Disagreement is normal. Use structured questions: “Is this a strength because it’s internal or external?” “Is this a threat because it’s from outside or within?” Reframe to focus on control and influence.

How many strategies should we generate in TOWS?

Generate at least 4–6 per quadrant. Quality matters more than quantity. Then use a vote or impact-feasibility matrix to select top 3–5.

Can SWOT TOWS facilitation work for non-profits or education teams?

Yes. In fact, these environments often benefit most. They face limited resources and high stakes. SWOT to TOWS provides a clear, repeatable method to turn vision into action, whether it’s launching a new program or securing funding.