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| Photo by Carson Masterson on Unsplash |
looks like.
They jump from problem to answer.
FM 6-0 gives us a better way.
After identifying the problem, the next step in disciplined problem solving is:
Develop criteria.
A criterion is simply a standard or test used to judge something. It’s the measuring stick.
If you don’t define your measuring stick before evaluating options, your decision becomes emotional, political, or rushed.
Strong leaders decide how they will judge solutions before choosing one.
Two Types of Criteria
Army doctrine identifies two types:
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Screening Criteria
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Evaluation Criteria
They serve different purposes.
Screening Criteria: The Baseline Test
Screening criteria answer a basic question:
Does this solution even deserve consideration?
If it fails here, it’s out.
Leaders commonly test solutions against five screening questions:
1. Is it Suitable?
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Does it actually solve the problem?
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Is it legal?
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Is it ethical?
A solution that doesn’t address the root cause is not suitable.
2. Is it Feasible?
Photo by Sigmund on Unsplash
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Do we have the time?
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Do we have the money?
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Do we have the people?
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Do we have the capability?
A brilliant plan without resources is fantasy.
3. Is it Acceptable?
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Is the cost worth the benefit?
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Is the risk reasonable?
Every decision has trade-offs. Acceptability forces you to weigh them.
4. Is it Distinguishable?
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Is this solution meaningfully different from the others?
If it’s just a reworded version of another option, it doesn’t add value.
5. Is it Complete?
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Does it address the problem from start to finish?
Half-solutions create repeat problems.
Civilian Translation
In schools:
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Does this discipline plan actually improve behavior?
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Can we implement it with current staffing?
In coaching:
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Does this scheme adjustment fit our roster?
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Is the risk worth the reward?
In business:
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Does this strategy solve the market problem?
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Can we sustain it financially?
Screening criteria prevent you from wasting time.
Evaluation Criteria: Differentiating Good from Better
Once solutions pass the screening test, leaders must determine which one is best.
This is where evaluation criteria come in.
Well-defined evaluation criteria include five elements:
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Short Title – What is being evaluated?
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Definition – What does this criterion mean?
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Unit of Measure – How is it measured?
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Benchmark – What does “good” look like?
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Formula – How do we judge improvement?
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Example: Hiring a New Staff Member
Criterion: Experience
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Definition: Years of relevant leadership experience
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Unit of Measure: Years
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Benchmark: Minimum 5 years
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Formula: More experience is better
Criterion: Cost
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Definition: Salary and benefit package
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Unit of Measure: Dollars
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Benchmark: Within budget allocation
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Formula: Lower cost is better (within reason)
Now the decision becomes structured—not emotional.
The Power of Benchmarks
Benchmarks define the desired state.
Without benchmarks, you can’t objectively analyze a solution.
Doctrine outlines four common ways leaders establish benchmarks:
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Reasoning – Based on experience and judgment
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Historical Precedent – Based on past success
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Current Example – Based on an existing desirable condition
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Averaging – Based on mathematical averages (least preferred)
Strong leaders avoid relying purely on averages because comparison without standards creates weak decisions.
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| Photo by Elena Mozhvilo on Unsplash |
In real life, not all criteria matter equally.
Time may matter more than cost.
Risk may matter more than speed.
Long-term impact may matter more than short-term gain.
Leaders assign weights to criteria to reflect importance.
Example:
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Student safety = high weight
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Cost = moderate weight
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Convenience = low weight
Weighting prevents minor factors from dominating major decisions.
Why This Matters
Without criteria:
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The loudest voice wins.
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The quickest idea wins.
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The safest answer wins.
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The most comfortable option wins.
With criteria:
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Decisions become transparent.
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Bias decreases.
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Risk becomes visible.
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Leaders gain credibility.
You move from “I like this option” to “This option best meets our standards.”
Final Thought
Good leaders don’t just choose solutions.
They build a system to evaluate them.
Define what matters.
Set your standards.
Establish your benchmarks.
Weight what’s important.
In Part 5, we’ll move into generating and analyzing solutions using these criteria.
Because disciplined thinking produces disciplined leadership.
Teach it. Coch it. Lead.
JVD
Sources & Credits
Concepts in this article are derived from FM 6-0, Commander and Staff Organization and Operations, Chapter 4, regarding screening and evaluation criteria in systematic problem solving.
This post was drafted with the assistance of AI (ChatGPT) and edited by Mr. VanDusen.
