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Performance assessment is addressed in the literature as means for continuous improvement. The objective of this study was to identify the most valued performance criteria for a Graduate Program of Biotechnology in a University of Brazil through the Value Focused Thinking (VFT) approach. The choice of the VFT was due to the holistic vision provided by it and the focus on the identification of organizational values. Among the objectives found, it is possible to notice an expansion of the vision of performance that is more focused on publications regarding the regulatory body Coordination of Improvement of Higher Level Personnel (CAPES), and contemplating among others the quality in the student's training as evidence of other stakeholders. The VFT approach met the established assumptions, efficiently allowing strategic, fundamental and media objectives to be identified, as well as measurable attributes to be used by the program to enable more efficient management.

Soft systems methodology (SSM) is a well-known Problem Structuring Methods that has proven effective when tackling problematic situations. To model different perceptions of a problematic situation, SSM encourage stakeholders to propose possible transformation likely to improve the situation. The more transformations compiled the richer the process become; but in practice, managing higher number of transformations presents a challenge. Value-Focused Thinking (VFT) is an approach designed to obtain and structure stakeholders' valuebased objectives. In an SSM application, stakeholders ascribe their value-based objectives to the transformations proposed; we propose a multi-methodological framework in which VFT analysis is added to a revised version of SSM (Re-SSM). This allows to reduce the transformations to a manageable number. We applied the (Re-SSM)-VFT framework to a single casestudy to structure/define policies/practices in planning the inclusion of students with special educational needs in a Brazilian Federal High School. In applying the framework, we found that from more than 40 initial SSM transformations only 8 transformations were needed to reach 4 out of 5 objectives. Results suggest that it is possible to save time/effort in the planning process by considering transformations associated with the stakeholders' value-based objectives enabling efficient systemic plans, aligned with their expectations.