How to Measure the Effectiveness of Brainstorming Sessions?

How to Measure the Effectiveness of Brainstorming Sessions?

Time and time again research shows that in general meetings are only 40% effective, with the rest of it being non-value adding activities. How can we measure the effectiveness of a brainstorming session just run? (Understanding such issues as production block, groupthink and manual collation associated with traditional methods of brainstorming sessions)
- Is evidence of the process sufficient?
- Does transparency of decision making create enough impetus for action?
- Also, if we are to define effectiveness as to how well the problem is solved, or the desired result achieved, what would be the best way to represent this to our stakeholders.

I’ve seen many aspiring leaders "run a workshop" entirely focused on the PROCESS (what happens at the event) rather than on OUTCOMES (what happens because of the event).
The role of the facilitator is to pull together a snap shot of the event at the end of it. Personally, I back this up with data and the "true" voice of the participants as well as incorporating the results of their decision making process of what actions they will take.

But beyond this, how do we measure the effectiveness of the brainstorm session itself? Perhaps it could be as simple as an evaluation with the participants and a follow up statement with the decision makers and those who implemented the strategy which can be attributed to that particular session.
Look forward to reading your comments.

		Saman Teacher, Thailand
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		Jeffrey W Pferd Management Consultant
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		CONFIDENCE AGBLOBI-TETTEH Business Consultant, Ghana
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		Francis Joseph United Kingdom
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		Roy Hiler, United States
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		odhiambo tom Manager, Kenya
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		Francesco Ientile, Canada
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		benjamin Director, Indonesia
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		Gandhi Heryanto Management Consultant, Indonesia
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		Amir Roggel Teacher
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		Murty Magda Pane Lecturer, Indonesia
	How do we Measure the Effectiveness of the Brainstorm Session Itself? 1. The Process - All participants understand the ...

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		samson chateuka Accountant
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		Nirmala Herrkaur Strange CxO / Board, United Kingdom
	Brain Storming is a Brain Dump Brainstorming is effectively a brain dump, so it i...

		Jeremy Lu Manager, Australia
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		Jeremy Lu Manager, Australia
	Capturing Benefits and Concerns @Jeffrey W Pferd: I like this concept. Jeffrey, ho...

		Vijay Bhatia Consultant, India
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		shaheen Consultant, United Arab Emirates
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		mohanned Tunisia
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		bambang subagjo Business Consultant, Indonesia
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		Dr. Eyal Policar Entrepreneur, Israel
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		Pornpunsa Wuttisanwattana Management Consultant, Thailand
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		Ed Neri HR Consultant, Philippines
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		Sheryl Nuevo Student (Other), Philippines
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		Finn Svenning Consultant, Denmark
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		Francis Manager, Thailand
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		Jeremy Lu Manager, Australia
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		Jeremy Lu Manager, Australia
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		Dr zahra gheidar Consultant, Iran
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		Maurice Hogarth, United Kingdom
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		Yoo Win Student (MBA), Malaysia
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		Vijay Bhatia Consultant, India
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		Fred Blomsma, Netherlands
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		mohamed hesham khattab Management Consultant, Egypt
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