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Brainstorming‘s third activity, frequently called ‘convergence’, may take the form of decision criteria. Criteria or key measures can take different forms, as shown below.

Purpose of Key Measures

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.

Expected Output

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:
  1. Specifically stated with upper and lower specification limits?
  2. Is it directional so that we can objectively determine whether it is increasing, decreasing, or staying the same?
  3. 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.


Finally, MG RUSH  professional facilitation curriculum focuses on providing methodology. Each student thoroughly practices methodology and tools before class concludes. Additionally, some call this immersion. However, we call it the road to building impactful facilitation skills.

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Go to the Facilitation Training Store to access our in-house resources. You will discover numerous annotated agendas, break timers, and templates. Finally, take a few seconds to buy us a cup of coffee and please SHARE.

In conclusion, we dare you to embrace the will, wisdom, and activities that amplify a facilitative leader.

Facilitation Expert

Terrence Metz, CSM, PSPO, CSPF, is the Managing Director of MG RUSH Facilitation Training and Coaching, the acknowledged leader in structured facilitation training. His FAST Facilitation Best Practices blog features over 300 articles on facilitation skills and tools aimed at helping others lead faster, more productive meetings and workshops that yield higher quality decisions. His clients include Agilists, Scrum teams, program and project managers, senior officers, and the business analyst community among numerous private and public companies and global corporations. As an undergraduate of Northwestern University (Evanston, IL) and MBA graduate from NWU’s Kellogg School of Management, his professional experience has focused on process improvement and product development. He continually aspires to make it easier for others to succeed.

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