GET
S.M.A.R.T.

Synectics Management Action & Review Technique

How a group can plan most anything.

Group problem‑solving is hardly the easiest way to get things done.

It takes time, skill and a lot of effort. The manager or group leader must feel comfortable with consensus decision‑making, confident in the other group members' abilities, and secure in his conclusion that – in this project at least – no other decision method would be as likely to produce the best possible plan.

Once the planning group has been assembled, the first problem it must face is how to attack its assignment in the most efficient and rational manner.

Members must deal not with just the content of their task, but with the process by which they'll hope to deliver effective solutions. That's what this little "workbook" is all about: the group planning process.

"GET S.M.A.R.T." presents a step‑by-step consensus planning model designed to help a group plan most anything. The workbooks are not intended for use by individuals working alone although an individual planner would follow essentially the same sequential logic. Rather, this booklet is intended as a guide to be used at group meetings, as the group proceeds.

If the members are not well‑skilled in consensus methods, it is also recommended that an experienced process facilitator be added to the group.

The steps outlined here represent the key elements of the management planning process, as described by Kepner and Tregoe and Peter Drucker, blended with some of the group problem‑solving techniques developed over several years by Synectics' professional staff for use with clients.

The Synectics Management Action and Review Technique has been used

successfully by management groups engaged in a variety of project planning situations. The model has lent itself quite handily to planning a new‑plant start‑up, a major cost reduction and performance improvement program, and the creation from scratch of a new manufacturers' association, to cite just three examples of the method's wide applicability.

As one manager who has used the process several times put it: "Whenever I come up against some knotty problem I can't solve alone, or by delegating it to some expert, that's when I get S.M.A.R.T. all over again."

GET S.M.A.R.T.

1.	Collect and analyze the relevant
facts of the situation.

We must first be fully aware of our situation, opportunity or problem before any realistic planning can be begun. First, work as a group to list all the known facts of the situation. Use "brainstorming" to quickly collect all known situational data on flip chart paper. Then seek group agreement on whether the "fact" as presented is True or False. If it is only partly True, rewrite it to be fully factual.

______________________________  T-F		______________________________  T-F	
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______________________________  T-F		______________________________  T-F	
______________________________  T-F		______________________________  T-F	
______________________________  T-F		______________________________  T-F	
______________________________  T-F		______________________________  T-F	
______________________________  T-F		______________________________  T-F	

Synectics Management Action & Review Technique

2.	Identify and analyze underlying
	assumptions about the project.

After we've gathered and reviewed such facts as may exist, we'll discover the impossibility of ever having prior access to all the facts. Some truths may be known or discovered, but the Truth, in an absolute sense, cannot be known. Therefore, we must make whatever assumptions which may be required as rationally as we can. To disregard this step is to risk proceeding on the basis of unchallenged assumptions that might be wholly erroneous. Ask the group, and post their answers:

What assumptions are you making? On what rationale? How valid is the rationale?

Assumptions								Rationale

________________________________			____________________________________

________________________________			____________________________________

________________________________			____________________________________

________________________________			____________________________________

________________________________			____________________________________

________________________________			____________________________________

________________________________			____________________________________

________________________________			____________________________________

________________________________			____________________________________

Likely Validity
(Unknown-to-absolute)

1     –     2     –     3     –     4     –     5

1     –     2     –     3     –     4     –     5

1     –     2     –     3     –     4     –     5

1     –     2     –     3     –     4     –     5

1     –     2     –     3     –     4     –     5

1     –     2     –     3     –     4     –     5

1     –     2     –     3     –     4     –     5

1     –     2     –     3     –     4     –     5

1     –     2     –     3     –     4     –     5

GET S.M.A.R.T.

3.	Determine desired end results
(set objectives)

Next step is to be clear on where we're headed. In general terms, but specifically within the scope of the project, we'll need written objectives that describe what we want to have, do, or become. By clarifying our desired end results, we'll be able to know when the whole job is well done.

These objectives will guide our priorities in goal‑setting, resource allocation, and so forth. Our statement of objectives should identify minimum results acceptable and maximum results desired.

Take care that this step does not get confused with job activities or tasks; here, we're spelling out objectives, later we'll identify the activities and tasks needed to meet these objectives.

Ask each member to first write out an objective statement on his own. Then meet and compare statements and arrive at the best possible group consensus statement. Based on the facts and rational assumptions, describe what you want to end up with: Not how you'll get it.

Synectics Management Action & Review Technique

Individual Statement: “My objective is to. . . .  

Group Consensus Statement:  

GET S.M.A.R.T.

4.	Develop possible alternative
courses of action.

This is brainstorming time; time to let your hair down and use your imagination freely. We must search for alternatives that aren't immediately apparent, even to the point of encouraging far‑out ideas to surface. The craziest ideas sometimes contain the germ of real elegance. Remember that there is seldom a plan for which reasonable alternatives do not exist. Very often, an alternative that was not obvious at first proves to be the best one available in the end. It's important not to evaluate or judge ideas at this step; just get those ideas out.

Individual (list at least 5 alternative courses of action, whether or not they seem entirely practical or reasonable):

1. 

2. 

3. 

4. 

5. 

Synectics Management Action & Review Technique

			Group Activity (Brainstorm. Appoint 
a recorder. Set a time limit. Follow 
these guidelines to the letter):

•	abAsk one individual to read off one of his/her alternatives.

•	abOn flip chart quickly record the idea verbatim.

•	abNo evaluations, disagreements, justifications, or arguments allowed.

•	abMembers speak at will (while recorder posts all ideas).

•	abMembers hitchhike, build‑on, offer opposites, variations or non‑sequiturs as they 
come to mind: No holding back. Don't worry about interruptions.

•	abMembers get excited, enthusiastic, have fun, hang loose, sound crazy, unleash chain 
of thought, make noise, use bad grammar, incomplete sentences, etc.

•	abAs the well starts to run dry, another member shouts out one of his alternatives 
to keep the juices flowing, and so on, until all possible ideas are out and on display.

GET S.M.A.R.T.

5.	Identify and evaluate the possible 
	consequences of each course 
of action.

Now we can evaluate all the alternatives generated in the preceding step. First, we'll discard the obvious losers. Then, we'll probably find ourselves facing a myriad of various and not‑altogether – comparable trade‑offs among the many possible consequences of each remaining course of action.

One way to simplify the task of weighing each alternative against the others is to use this rating system: List the consequences of each alternative, then rate each consequence (on a scale of 1‑5) for the likelihood of its occurrence and the negative impact if it did occur; multiply the two ratings to 

get a score for each consequence, and add the scores of all consequences to get a total score for each alternative course of action.

This total score can then be weighed against the scores of the other alternatives and compared, too, with the expected positive consequences.

Synectics Management Action & Review Technique

Alternative A:  

Adverse Consequences		Likelihood	X	Severity	'	Score	
•  		1 - 2 - 3 - 4 - 5		1 - 2 - 3 - 4 - 5	'	_______	
•  		1 - 2 - 3 - 4 - 5		1 - 2 - 3 - 4 - 5	'	_______	
•  		1 - 2 - 3 - 4 - 5		1 - 2 - 3 - 4 - 5	'	_______	
•  		1 - 2 - 3 - 4 - 5		1 - 2 - 3 - 4 - 5	'	_______	
•  		1 - 2 - 3 - 4 - 5		1 - 2 - 3 - 4 - 5	'	_______	
				TOTAL SCORE	'	_______	

Alternative B:  

Adverse Consequences		Likelihood	X	Severity	'	Score	
•  		1 - 2 - 3 - 4 - 5		1 - 2 - 3 - 4 - 5	'	_______	
•  		1 - 2 - 3 - 4 - 5		1 - 2 - 3 - 4 - 5	'	_______	
•  		1 - 2 - 3 - 4 - 5		1 - 2 - 3 - 4 - 5	'	_______	
•  		1 - 2 - 3 - 4 - 5		1 - 2 - 3 - 4 - 5	'	_______	
•  		1 - 2 - 3 - 4 - 5		1 - 2 - 3 - 4 - 5	'	_______	
				TOTAL SCORE	'	_______	

GET S.M.A.R.T.

6.	Decide on a course of action.

We've done a thorough job of analyzing the situation, our objectives, and the possible consequences of each alternative. Now we must choose (and perhaps refine) the most reasonable and beneficial course of action, rather than try to pursue a number of basically different alternatives.

Which alternatives best accomplish our basic objectives? And how much acceptance and support of this alternative can we expect from those who will have to implement it, including ourselves?

Look first for the best quality idea, then remember that it is possible our second or third best idea (so long as they meet project objectives) would end up being our most effective decision, based on our analysis of the support that exists or that could be generated for that idea among those who will be charged with making it work.

Which alternative(s) make the best sense, have the lowest total negative point factors, the best chance of effective implementation?

Word of Wisdom:

Norman Maier, consulting psychologist in human effectiveness, has pointed out that effective decisions are the product of quality thinking, multiplied by the acceptance of the decision by the people who have to implement it (E.D. = Q X A).

The thinking behind a particular decision may be highly rational and extremely creative (Q = 10). If, however, the people who have to implement the decision do not accept it (A = 0), the decision is doomed to be ineffective (10 X 0 = 0).

Synectics Management Action & Review Technique

Individual Choice (Re-word, or combine if you wish):  

Group Consensus Statement of Basic Course of Action:  

GET S.M.A.R.T.

7.	Identify the major areas of responsibility.

Now that we have selected a basic course of action, we must identify the major areas of responsibility from which we'll need to see results.

These are not job or department titles, but are category‑labels for the critical few most significant functions that must be involved in helping to meet our objectives and carry out the basic course of action.

	Major Areas of Responsibility

Cost Analysis

Employee Communication

Quantity of Production

These major areas can usually be identified in one‑to‑three words (Customer Satisfaction, Cost Reduction, Market Research, etc.). While these imply the type of results needed, they should not include verbs (increase, reduce, etc.), specific end results, dates, costs, indicators of progress or the like. At this step we are simply naming the general areas in which it will be truly worthwhile to invest our time.

After the group has agreed on the major areas of responsibility that will contribute to reaching its objective, write the objective and each one‑to‑three word major‑area identification on a separate 5 X 7 card.

Next, post the major‑area cards on the left side of the meeting room wall, and the project objective on the right side as shown opposite.

Run masking tape from each of the cards on the left to the objective card on the right (10 ‑ 20 feet). What you have now is the beginning of what some planners call a "key path" system.

Next step is to place the dates for the project – from now to completion – along the top of your planning wall.

Synectics Management Action & Review Technique

										JAN	FEB	MAR	APR					JUNE

Cost Analysis

New Product
Engineering	

Desired
end
Results
(Objectives)

Employee
Communication	

Quality of
Production	

Quantity of
Production	

GET S.M.A.R.T.

8.	Define the specific tasks or activities involved.

Contributing to each major area of responsibility will be a number of job tasks or activities; these should be identified and stated as precisely as possible.

Tasks and activities are the means by which we'll set out to accomplish our desired end results. In all likelihood, we will discover that important tasks will be contributed to each major area of responsibility from outside the particular job, function, or department traditionally assigned that major responsibility area. This step will begin to show where communication will be needed between people and departments.

Think carefully about all the possible steps. that may be needed to carry out the plan. Write each of them down on a separate 3 X 5 card. Who does what task, or their level of authority, is not important at this time. Think only of the activities which must be completed.

Write each activity down – one to a card – stating the activity as though it were finished. Ask everybody to write all the tasks they can think of. Hold the cards for the next step.

Synectics Management Action & Review Technique

	EXAMPLE:	Job descriptions for each new
position created are approved.	
			
	EXAMPLE:	New welding machines are installed 
for trial operation.	
			
	EXAMPLE:	Training budget proposal is approved.	

GET S.M.A.R.T.

9.	Establish measurable progress-
	evaluation criteria (timing, 
	sequencing, expected 
	deviations, etc.)

Now that we have identified the major areas of responsibility and the tasks that will contribute to each, we must determine what measurements and controls we will use to verify that everything is occurring according to plan.

We will need two kinds of measurements: standards by which to measure task‑accomplishment; and standards by which we can periodically check the progress of the project ‑overall. We will most certainly not want to wait until the expected project completion date to measure our performance against objectives; we will need checkpoints along the way, to allow for any needed corrections.

First step is timing. Post each activity card along the appropriate key path, in the order and time‑frame that seems most reasonable to you. Discard duplicate cards. Study your planning wall to ensure that necessary prior activities are shown accomplished in time for subsequent activities to be completed. Some juggling is to be expected, but do not accept unworkable timing or sequencing. Within reason, however, you should be prepared for some give and take among the members of your planning team.

Next, check each card to be sure the standards of performance for accomplishing that task are well‑stated or understood. If not, reach agreement on the criteria that will be used (percent, ratio, cost, observation, etc.) to determine that the task is satisfactorily completed. Write this measurement or other "standard" on the card.

Synectics Management Action & Review Technique

EXAMPLE:

(Time-Line)
July 1

(Major Area)

Initial hiring completed.
Standard: 85% of projected final
workforce is on the payroll.
MANPOWER
RECRUITMENT

GET S.M.A.R.T.

10.	Assign responsibilities and 
authority levels.

CODE

C–	Consult this individual before acting.

A–	Get this individual's approval before acting.

R–	Name of person responsible for results.

E–	Enlighten, or inform this person routinely.

It should be apparent now what work belongs together and the degree of emphasis each activity should receive in the organization structure.

The appropriate department head is then usually charged with assigning specific tasks to the proper level in his/her organization, and with determining how others in the organization should be involved. In assigning task or decision responsibility to Joe, for example, the manager would also specify which – if any – other individuals or departments need to be consulted prior to Joe taking action, from which he will need approval before acting, and which he will be expected to enlighten – or routinely inform of his action – after the fact.

For each task, the manager writes the name of the person to be held accountable at the bottom of the activity card; then, next to the name, the manager would write‑in the specific authority‑level assigned that individual.

Initial hiring completed. 
Standard: 85% of projected final 
workforce is on the payroll.

R– Joe Smith 
A– Personnel Manager 
E– Production Manager 
C– Personnel Manager, cross‑town plant
Any others who must be Consulted or Enlightened – or from whom prior Approval may be required – are then noted by name on the card, along with the applicable code letter.

After all cards are satisfactorily completed, someone in the planning group should be assigned to collect them and transfer their contents to a simple "S.M.A.R.T. chart," on paper, which can be distributed to planning team members and others interested in the project.

The format opposite this page is recommended. Restate the project's overall objectives, then for each major area of responsibility, list all tasks in time sequence, followed by the CARE codes for responsibility/authority level assigned.

Synectics Management Action & Review Technique

OBJECTIVE:  

MAJOR AREA:  

1.	TASK:  

2.	TASK:  

3.	TASK:  

4.	TASK:  

NAME:
	NAME:
	NAME:

R

	

R

C	

E

R	

A

R	

GET S.M.A.R.T.
Synectics Management Action & Review Technique

11.	Measure progress against plan.

Using the progress‑evaluation criteria established in Step 9, we will periodically check the overall progress of the project, as well as the performance of individuals, to ensure the achievement of our objectives.

Since the standards of measurement are known to all, this is a fairly easy step. It cannot be overlooked, however, if we wish to properly control the project and be able to correct for new situational data or deviations from our standards.

Each manager should monitor his people's performance, and all team members should be encouraged to report any deviations or changes in the situation that come to their attention.

Regularly‑scheduled meetings of the policy or planning team are a typical control device for checking the progress of the overall plan itself.

12.	Take corrective action, as appropriate.

When individual task performance deviates from the acceptable standards, it usually falls to the manager to take appropriate action; i.e., additional training, change in work schedule, reassignment, or reclassification of duties, etc. If it appears that the task cannot be accomplished according to plan, or that the contemplated corrective action would affect the project, then it is the manager's responsibility to report to the planning team the need to consider the possible ramifications to the project overall.

Likewise, you return to Step 1 when major project checkpoints deviate from expected results. Your planning team will than have to consider this and other current data reason enough to search for new alternatives, modify objectives, etc.

It is important that any apparent need for correction be considered in light of its effect on the entire project. Simply fixing a symptom may not be sufficient; we'll want to be sure we've identified the ramifications for the whole project. Return to Step 1.