The document discusses various techniques and tools that can be used in policy studies. It provides examples of qualitative and quantitative data and analysis. Some of the techniques described include brainstorming, case studies, check sheets, cost-benefit analysis, cross-cutting methods, environmental scanning, focus groups, forced field analysis, interviews, and library search methods. The purpose of these techniques is to help gather and analyze information to inform policy decisions.

1. TECHNIQUES/TOOLS
IN POLICY STUDY
Carlos C. Rabago, Jr.

2. What is….?
 Tool
 Technique
 Data
 Qualitative Data
 Quantitative Data
 Data Analysis
 Qualitative Analysis
 Quantitative Analysis

3. Qualitative vs. Quantitative
“ All research ultimately has “There’s no such thing as
a qualitative groundings” D. qualitative data. Everything
Campbell is either 1 or 0” F. Kerlinger
The aim is complete, The aim is to classify
detailed description features, count them, and
construct statistical models
in an attempt to explain
what is observed
Data is in the form of Data is in the form of
words, pictures or objects number and statistics.

4. Techniques/Tools

5. Bar Chart
90
80
70
60
50 East
40 West
30 North
20
10
0
1st Qtr 2nd Qtr 3rd Qtr 4th Qtr

6. Benefit-effectiveness Analysis
 This is used to break something down into its
components parts, show trends and make
comparisons between the items, represented by
the bars

7. Brainstorming
 Rules:
 Withhold Judgment of Ideas
 Encourage Whacky Ideas
 Quantity Counts
 Build on the Ideas of Others
 Every Person and Every Idea has Equal Worth.

8. Generic Brainstorming Process
 Provide Background Info
 Problem Definition
 Idea Generation
 Idea Selection
 Advantages and Disadvantages
 Critical Concerns
 Action Plan & Implementation

9. Case Studies
 Descriptive evaluation of the life of community,
nature of organization or events unfolding. The
principal investigator gathers available
documents, holds formal and informal
conversation with informants. Observes
ongoing activities, and develops an analysis of
data and interpretation of findings.

10. Cause and effect diagram (fishbone
diagram)
Steps:
1. Develop statement of the problem supported with data.
2. Construct the fishbone diagram. Place the effect in a
box on the right. Draw horizontal arrow leading into
the effect Problem
3. Identify three to six major bones, alternate the arrows
above and below the center arrow.
4. Draw the major bones as slanting arrows leading into
the center arrow. To convey a sense of order

11. Machine Materials
Problem
Manpower Methods
5. Identify first-level causes related to each major
bone Materials
Machine
Problem
Manpower Methods

12. 6. Identify second-level causes for each first-level
cause and so on.
7. Identify potential root causes. Select causes
occur more than once, or appear to have
significant impact on the effect.
8. Verify each potential root cause. Analyze the
data available, or gather additional data to make
certain assumptions are correct.

13. Check Sheet
Daily Loan Application
Frequency 04/13 04/14 04/15 04/16 04/17
Factor
Incomplete
Borrower data
Incomplete co-
maker’s data
No Status
Delinquent
Total 12 4 8 4 9

14. Common Sense
 Instinctive reaction characterized with negative
logic and mind openness.

15. Cost-benefit analysis
 The cost and benefits of policy options are
quantified, usually by assigning amount. Assists
in the evaluation and comparison of different
policy options

16. Cost-effectiveness analysis
 Similar to cost-benefit It is used when the
outcome is predetermined and different ways of
reaching that outcome need to be costed for the
purpose of evaluation.

17. Cross-cutting methods
 Use at nearly stage of policy analysis.
Identifying and gathering data
Library search methods
Interview for policy data
Quick surveys
Assessing information quality
Basic data analysis, and
Communicating the analysis

18. Delphi methods
 A very slow and an interactive process for
consensus-building among the panel of experts
who are anonymous to one another, using
series/rounds of extensive questionnaire to the
panel, experts do not communicate each other
but only provide responses to the Delphi
administrator

19. Environmental Scanning
 Systematic gathering of information from
outside organization or locus of the problem.
This lessens randomness of information flowing
into the organization and provide warnings for
managers of changing external conditions.

20. Environmental Scanning
 The Role of External Analysis in Policy Making
External Analysis
Scanning
Monitoring
Forecasting
Assessing
Strategic Directions Strategic Plan
Internal Analysis
Vision
Mission
Strength
Weaknesses

21. Flowchart
 A graphical illustration of the activities in a
process (using symbols). Used in analyzing,
documenting or managing a process or a
program

22. Flowchart Symbols
Name Symbol Use
Oval (Terminator) Start or End
Flow line Direction Flow
Parallelogram Input/Output
Rectangle Process/Step
Diamond Decision (Yes/No)
Document Document
Circle Connector

24. Focus Group
 Combine elements of both interview and observation.
Eight to twelve people gathered from similar
backgrounds or experiences to discuss an issue or a
specific topic of interest.
 It is used in answering the same type of questions,
exploring the meaning or survey findings that cannot be
explained statistically, the range of views/opinions on a
topic or interest, providing insights into different
opinions among different parties involved in the change
process, and a good method use before designing
questionnaire.

25. Forced Field Analysis
 Used to inform decision-making/policy making
and planning and implementation change
management programs in organization, method
in gaining overviews of different forces acting
on a potential policy issue and for assessing their
source of strengths and weaknesses.

26. Forced Field Analysis
Steps
2. Participant agree on the area of change.
Desired Policy goal or objective.
3. All the forces in support of the change
(facilitating forces) are listed in one side
(driving the change forward) while all forces
working against the change (restraining forces)
are listed on the other side (holding it back)

27. Forced Field Analysis
Steps Cont.
3. The driving and restraining forces are sorted
around common themes and scored acording to
their ‘magnitude’ ranging from 1 (weak) to 5
(strong). The score may not balance on either
side.

28. Forced Field Analysis
--------------------------------------------------------------
Desired Condition
--------------------------------------------------------------
Restraining Forces
P
_______________________________ L
Existing Condition A
_______________________________ n
Facilitating Forces

30. Grading method
 The consequences of each alternative on each
criterion are considered.
 A grade of “pass” or “fail” is assigned to each
alternative on each criterion.
 Only those alternatives which “pass” on al
criteria are retained, those which have any ”fails”
are rejected.

31. Identifying and Gathering Data
 Identifying and Gathering Data
 Sources of Data (Documents People, Observations and
other sources of info), information from multiple
sources should be sought on controversial data.
Problems with sources of data. Looking for documents
that may helpful in doing policy analysis is important.
Three questions must be asked: do such documents
exist, can they be obtained in a reasonable time, when is
additional searching no longer worthwhile?

32. Interview
 Collect data trough an exchange of information
utilizing face to face or telephone
communication. It gathers fact about the
problem or issue, assess political attitudes and
resources of major players, get ideas on future
trends and generate contacts and materials.
 There are two types of interview:
- Structured interview-written questionnaire.
- In depth interview-captures respondents’
perception (free and open)

33. Library Search methods.
 Excellent sources of policy-related information
Strategies
• Look up
• Develop list of search
• Identify key journals(1-2 years)
• Check Guides Current Lit.
• Annual Reviews

34. Line Graph
 It shows progress towards or deviation from, an
established target. It can measure practically
anything.

35. List Reduction
 Reduces a large list of items to a manageable
few. Used to lessen the number of items
identified in an brainstorming session. The items
identified in a brainstorming session. The items
remaining can be a discussed and evaluated
using MATRIX.
Steps:
Present – Vote – Mark – Identify - Limiting

36. Review of Literature
 A body of text aims to review the critical points
of current knowledge on a particular time.
 To bring the reader current literature on a topic.
 Good literature has a logical ideas; current,
relevant, consistent and appropriate; proper use
of terms; and unbiased and comprehensive view
of previous research on topic.

37. Matrix
 A grid intersecting horizontal and vertical lines.
 Matrix is used to evaluate the relationship that exists
between a set of policy options and a set of criteria; and
for selecting one option based on brainstormed list that
has already been reduced by list reduction technique.
Steps:
1. Know the choices policy options to be evaluated;
2. Identify criteria for evaluation
3. Construct a two-sided matrix and post evaluation
criteria across the top and the options under
consideration along the side.

38. Problem Solving Matrix
Evaluation Criteria
Problem Under
Consideration Impact on Impact on Impact on Impact on
Lending Revenues Overtime Pay Work of
Activities Staff
Delinquent
Accounts
Investment not
booked up
Ledger cards not
updated
Legend: 3- High 2- Medium 1- Low

39. Observation
 A method that gathers first hand data. Observer
has the opportunity to gather wider range of
data. Things are not discussed in a interview or
focus group can be learned.
 Structured format in Observation
Note: Consent must be obtained from interviewees before
gathering any observational data

40. Pareto Diagram
 Study of related subjects to determine if one is
more significant than the others, to identify the
most important among and between the group
of items and to focus problem-solving activities
so that the area causing the most difficult is
addressed first.

41. Pareto Diagram

42. Pie Chart
 A circle graph divided
into pieces. Each
pie/part represents the
subject of the study.
Application Loan
Used to show how Multipurpose Loan
individual parts relate to Short Term loan
Regular Loan
the whole and to each
other. Give percentages
of distribution or break-
up.

43. Problem Tree analysis/ Situational
Analysis/Problem Analysis
 Help to find solutions by mapping out the
anatomy of cause-and-effect around an issue.
Best carried out in a small focus group of about
six to eight people. The heart of the exercise is
the discussion, debate and dialogues that is
generated as factors are arranged and re-
arranged, often forming sub-dividing roots and
branches

44. Problem Tree analysis/ Situational
Analysis/Problem Analysis

45. Problem Tree analysis/ Situational
Analysis/Problem Analysis
Steps:
1. Discuss and agree the problems or issue to
be analyzed.
2. Write the ‘focal problem’ or issue in the
centre of the flip chart (trunk of the tree)
3. Identify the causes of the focal problem
(roots)
4. Identify the consequences (branches).
Arrange in a cause-and-effect logic.

46. Quick decision analysis
 A variation on the technique of making decision
trees. Decision tree are ways of diagramming a
problem, when the problem has more than one
solution and several decision options.
 A tool to help policy analysis

47. Scenario writing
 Mirroring the future impact of a policy,
particularly possible failure or unwanted results.
Stimulate thinking about alternatives or
improvements. Help to focus on the perspective
of the affected by the policy and responsible for
the implementation.

48. Sensitivity analysis
 Used to test the extent to which an assumption
relied upon in the development of a policy will
affect the outcomes achieved by the policy.
Relevant where it is recognized that a policy
option depends on assumption about uncertain
factors. Mathematical techniques can be used
which to determine of several uncertain
assumptions is the most important and how
multiple uncertainties interact.

49. Survey
 A mean of gathering information using questionnaires.
Used to understand and assess client needs, attitudes
and satisfaction with public goods and services; and
best applied with large number of people to be
questioned or hard speaking with personally. It has two
types, closed- the respondents is asked to choose from
available responses prepared before hand; and Open-
the respondents are free to answer as they wish.
 Can be conducted by mail, in person, or by telephone.
Quick and relatively inexpensive to administer. Results
can be subjected to statistical analysis.

50. SWOT (Strength, Weaknesses,
Opportunities and Threats) analysis
 It asses the internal capacity of the organization on a given issue
and its external environment. This provides a simple method to
asses how a strategy can e best implemented. Internal capacity
assessment identifies where the project or organization is as of
now: the resources that can be used immediately and current
problems existing and wont go away.
 It can identify new resources, skills or allies to be needed.
External environment assessment focuses on what is going on
outside the organization, or areas which are not yet affecting the
strategy but can either positively or negatively do. This tool can
be returned to any point in may different stages of a project.

51. SWOT (Strength, Weaknesses,
Opportunities and Threats) analysis
 Applied broadly, or a small sub-component of
the strategy can be also be analyzed in detail.
SWOT analysis is about categorizing this
information into action buckets.

52. SWOT (Strength, Weaknesses,
Opportunities and Threats) analysis
Internal Capacity
Strengths Weaknesses
•Skills/abilities
•Contacts/Partners
•Activities
•Funding
•Commitments
External Environment
Opportunities Threats
•Other Organization or groups
•Resource (human, finacial, machinery)
•Political
•Policy
•Other forces

54. Summary of Tools for Policy Quality Improvement
Tool Help Use
Bar Chat Arrange data for quick Analysis
and easy comparison.
Brainstorming Collect large number of Data gathering
ideas from a group of
people
Cause-and-effect Identify a set related Analysis
diagram causes that lead to an
effect or problem.
Good Source of
analytical information.

55. Check sheet Collect data in a Data gathering/
organized manner. analysis
Environmental Identify trends and Data gathering/
Scanning events in the analysis
environment.
Flowchart Differentiate Analysis
between the
activities in a
process.
Focus group Obtain variety of Data Gathering
views

56. Histogram Determine how data Analysis
are distributed
Interview Collect data from Data gathering
direct conversation
Line graph Display the output Analysis
of a process
overtime
List Reduction Reduce a large list of Analysis
items to manageable
few
Matrix Make comparison Data gathering/
between two or analysis
more sets
information

57. Observation Collects first hand data Data Gathering
Pareto Chart Arrange data so that the Analysis
most significant
element in a set of
elements is easily
identifiable.
Pie Chart Display the volume or Analysis
quantity of one item in
relation to other.
Problem trees Find solution by Analysis
mapping out cause-and-
effect of an issue
Survey Collect data from a Data gathering
large number of people
SWOT analysis Assess internal capacity Data gathering/ analysis
and external

58. Steps on Policy Analysis and
Corresponding Tools/Techniques
Policy Analysis Step Tool/Technique
1 Verifying, Defining, and Environmental Scanning
Detailing Variance Brainstorming
Interview
Observation
Survey
List reduction
Matrix
Case Study
Similar studies and articles done

59. 2 Establishing Evaluation Cause-and-effect Diagram
Criteria Flowchart
Pareto Chart
Brainstorming
Check sheet
Survey
Interview
Environmental Scanning
Quick Policy Analysis
Force Field
Fish Bone
Delphi Method
School Report

60. 3 Evaluating Alternative Brainstorming
Policies Interview
Survey
Comparison Method
Paired Comparison
4 Assessing Alternative
Policies Scorecard
Matrix
Data Analysis
Action Plan
5 Choosing the Alternative to Scenario writing
be Adopted

61. 7 Implementing, Monitoring Line Graph
and Evaluation Pareto Chart
Pie Graph
Bar Chart
Histogram Check sheet
Brainstorming

62. 7 Implementing, Monitoring Line Graph
and Evaluation Pareto Chart
Pie Graph
Bar Chart
Histogram Check sheet
Brainstorming
Cross Cutting Methods Identifying and gathering data
Library search methods
Interview for policy data
Quick surveys
Assessing information quality
Basic data analysis, and
Communicating the analysis