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| Photo by Luke Chesser on Unsplash |
You’ve:
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Identified the problem
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Developed criteria
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Generated multiple solutions
Now comes the step most people rush:
Analyze possible solutions.
And here’s the key principle from FM 6-0:
Analyze first. Compare later.
If you mix those two steps, you undermine the integrity of your decision.
What Analysis Actually Means
Analysis is not preference.
Analysis is not voting.
Analysis is not debate.
Analysis means examining each possible solution independently to determine:
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Its strengths
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Its weaknesses
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Whether it meets minimum requirements
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Whether it reaches the desired end state
Each solution stands alone during analysis.
Start with Screening Criteria
The first filter is your screening criteria.
Ask:
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Is it suitable?
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Is it feasible?
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Is it acceptable?
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Is it distinguishable?
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Is it complete?
If a solution fails even one critical screening criterion, it is removed from consideration.
No emotional attachment. No defending weak ideas.
This protects your process.
Use Benchmarks to Judge Quality
After screening, leaders judge solutions against benchmarks.
Benchmarks define what “good” looks like.
If the raw data meets or exceeds the benchmark, the solution achieves the desired state.
If it doesn’t, it doesn’t.
It’s that simple.
Civilian Examples
In Education:
Criterion: Student engagement increase
Benchmark: 10% improvement in participation
If the solution predicts only a 2% improvement, it may fail to meet the benchmark.
In Coaching:
Criterion: Defensive improvement
Benchmark: Reduce opponent yards by 20%
If analysis shows only marginal improvement, that solution may not achieve the desired end state.
In Business:
Criterion: Revenue growth
Benchmark: 8% quarterly growth
If projections show 3%, it may not meet the standard.
Benchmarks force objectivity.
Photo by BoliviaInteligente on Unsplash
Quantitative vs. Predictive Analysis
Some solutions involve measurable data.
You can:
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Compute
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Estimate
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Measure
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Project
Other solutions require forecasting.
In those cases, leaders use:
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War-gaming
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Modeling
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Simulations
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Scenario planning
Translated for civilian life:
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“If we implement this schedule change, what happens next?”
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“If we adjust pricing, how might competitors respond?”
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“If we change practice intensity, how does that affect injury risk?”
You visualize second- and third-order effects.
Strong leaders think beyond first-order outcomes.
Do Not Compare Yet
This is critical.
During analysis:
Do not compare solutions to each other.
Why?
Because comparison introduces bias.
You’ll start saying:
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“Well, this one is better than that one…”
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“At least it’s not as bad as…”
That temptation leads to shortcuts.
Instead, evaluate each solution on its own merits against your standards.
Photo by Kai Pilger on Unsplash
Do Not Introduce New Criteria
Another common leadership failure:
Changing the rules mid-process.
If a new criterion suddenly appears during analysis, it compromises integrity.
Criteria were developed earlier for a reason.
If they change, restart the process properly.
Strong leaders protect the structure.
What If No Solution Meets the Benchmark?
It happens.
If every solution fails to meet standards, leaders:
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Acknowledge it
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Inform the decisionmaker
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Generate better options
Lowering the benchmark to justify a weak solution is poor leadership.
Why This Step Matters
Analysis:
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Removes emotion
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Reduces favoritism
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Increases transparency
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Builds trust
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Protects credibility
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Prevents impulsive decisions
It slows leaders down just enough to avoid regret.
Final Thought
Most bad decisions don’t come from bad intentions.
They come from skipping disciplined analysis.
Examine each solution.
Apply your standards.
Use your benchmarks.
Identify strengths and weaknesses clearly.
Then—and only then—move to comparison.
In Part 7, we’ll look at comparing solutions and making the final decision.
It’s about thinking right.
Teach it. Coach it. Lead.
JVD
Sources & Credits
Concepts in this article are derived from FM 6-0, Commander and Staff Organization and Operations, Chapter 4, regarding analyzing possible solutions and the disciplined application of screening criteria and benchmarks.
This post was drafted with the assistance of AI (ChatGPT) and edited by Mr. VanDusen.
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