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Is It SMART
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In many settings, brainstorming has evolved into participatory strategic planning. Using the technique Osborn describes, the group throws out and selects ideas for a mission, goals, and activities. But we still have the same problem: How do we decide what s a good mission, or goal, or activity Just because the group likes it doesn t mean that it can work.
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156 T H E A P P L I C A T I O N O F E X P E R T I N T U I T I O N
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But often we find a way to check on the goals that the group selects. You ask if they are SMART, meaning specific, measurable, achievable, realistic, and time-bound. A search of sources reveals no origin for SMART it seems to be a popular tool that has evolved in recent decades without a single author. For the art of what works, achievable and realistic stand out within SMART. In a coup d oeil, you see a battle that you can win and a course of action that you can follow to win it. Therefore, that course of action is achievable and realistic. In most cases, however, the group asks the question in the wrong place. In participatory strategic planning, the mission comes first, then the goals, and only then do you check whether the goals are SMART. To do that, you need to know the activities. If the activities needed to reach the goal can succeed, then the goal is achievable and realistic. But usually the question of whether the goals are SMART comes before the determination of the activities. And how do we know whether goals are attainable and realistic In the art of what works, we see whether anyone has achieved anything similar in similar situations. In strategic planning, we get no guidance at all. To use SMART goals in the art of what works: Start with activities: What course of action would lead to success What makes you think so (Are the activities based on past achievement ) Are the activities possible Do you see a way to carry them out What specific goals would the activities reach, over what time period How will you know when you reach the goals What measures will you track
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SWOT
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SWOT is another popular tool from participatory strategic planning: internal strengths and weaknesses, plus external opportunities
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Arrows in the Quiver
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and threats. You lead the group through this exercise before you move on to your mission and goals. We recognize in strengths and opportunities a chance to look for what works. However, we have to alter the questions a bit. Instead of asking, What are our strengths you ask, Are we doing anything well that we can build on for greater success And instead of asking, What opportunities does the environment offer us you ask, Is anyone else doing something well that we can adapt for our own success For the most part, SWOT results seldom carry over into strategic planning. That is, your goals and activities don t come out of SWOT they come out of your mission. In the art of what works, SWOT results lead straight to your course of action. From that come your goals and your mission. To use SWOT in the art of what works: For strengths, ask what you re doing right that you can do more of. For opportunities, ask what others are doing that you might adapt. Carry the SWOT results into planning, as the course of action you start with.
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Creative Stimulation
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Some companies try to foster strategic innovation by using a variety of methods aimed at stimulating creativity among employees. These methods include a special room with beanbag chairs, toys, and balloons; training sessions where you solve puzzles with ropes, juggle numbers, or mix words at random; or group exercises where you put on a play, compose songs, or invent dances. Do these methods work For the most part, we don t know. It s very hard to measure the results, and seldom does anyone try. These methods come from the belief that creativity is something novel, rather than a combination of things that worked in the past. You can measure novelty, and researchers do. But measuring success is something else.
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