March 15, 2012 3 Comments
Brainstorming‘s third activity, frequently called ‘convergence’, may take the form of decision criteria. Criteria can take different forms, as shown below.
Here we define how an organization will measure its progress as it reaches toward its future vision.
Defined—key, measures, objectives, goals, and considerations:
- A key is something of paramount or crucial importance.
- A measure is a standard unit used to express the size, amount, or degree of something.
- An objective is a desired position reached or achieved by some activity by a specific time. Objectives provide measurable performance [ ≣ ].
- A goal is a directional statement that may remain fuzzy or subjectively measurable [ ☁ ].
- A consideration is an important management issue, constraint, or concern that will affect reaching the objectives
[ ✓ ].
Key measures must support measurements toward the vision of the organization. They enable a group to better shape and define the most appropriate strategies, activities, or tactics (ie, WHAT to do to reach the vision). In the Six Sigma arena, objectives are frequently referred to as CTQ, or Critical to Quality measurements.
Clearly and properly defined objectives result from this step, along with a list of goals and other considerations.
- CTQ would substitute the following questions for the SMART test:
- Is it specifically stated with upper and lower specification limits?
- Is it directional so that we can objectively determine whether it is increasing, decreasing, or staying the same?
- To what extent is it linked to specific customer needs connected to the objectives of the project?
Use ideation to develop candidate key measures: Describe the rules of ideation in Brainstorming. Define the terms (generally—methods of determining progress). List all candidate measures, perhaps stimulated by voice of the customer or customer types, and focus on items that overlap. When the group exhausts the list, review each candidate and separate into potential categories by coding them as shown. objectives [ ≣ ], goals [ ☁ ], and considerations [ ✓ ] Review potential objectives [ ≣ ] and make them SMART. Do not show the SMART definition however until after you have captured the raw/ draft input. Consider using homogenous break-out groups to convert raw input into final form, SMART objectives (ie, Specific, Measurable, Adjustable [and challenging], Relevant [and achievable], and Time-based). Separately list and fully define the remaining goals and other important considerations.
Remember friends, nobody is smarter than everybody. For detailed support, see your FAST Facilitator Reference Manual or attend a FAST professional facilitative leadership training workshop offered around the world (see MG Rush for a current schedule — an excellent way to earn 40 PDUs from PMI, CDUs from IIBA, or CEUs).
- How to Facilitate the Ideation Activity with the Brainstorming Tool (facilitativeleadership.wordpress.com)
- How to Facilitate Brainstorming (facilitativeleadership.wordpress.com)
- How to Facilitate an After Action Review (facilitativeleadership.wordpress.com)
- How to Facilitate Simple Prioritization (facilitativeleadership.wordpress.com)
- How to Facilitate Consensual Definitions (facilitativeleadership.wordpress.com)
- How to Analyze Brainstorming Input (continued) (facilitativeleadership.wordpress.com)