Gap Analysis
Gap analysis is a very basic tool for reviewing an organization’s position. It is based
on three questions:22
1. Where are we now?
2. Where do we want to get to?
3. How can we get there?
Although basic, these questions can be useful on a number of levels. First, their very
generality means that most managers should be able to venture an opinion of some
sort—at least in regard to the first two questions—which is likely to serve as a good
basis for subsequent discussion.
Second, regardless of whether the responses indicate low or high degree of consensus,
this can be put to good use. High consensus can generate two different courses of action. One option is to act immediately to close the gap, either by revising the objective
or by taking the necessary action to meet the set objective. A second option is to suspend
taking action until a direct challenge to the high consensus view can be arranged. The
rationale for the second option is that—as long as immediate action to close the gap is
not required—such a challenge can lead to either reinforcement of the wisdom of the
preferred position or a timely revision of certain “taken-for-granted” positions.
Low consensus provides the perfect platform for further attention to the objectives
and strategies of the organization on the grounds that commitment to specific courses
of action should be based on a reasonably high degree of consensus on the answers to
at least the first two questions. Agreement on the answer to the third question may be
desirable, but it is not necessary as long as there is commitment to support the formal
decision on the course of action to be taken.
lurays
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