Tracking Objectives and Goals with Quasar K+

Planning that brings results to the stage and breathes life into metrics

The achievement of great goals always begins with a conscious step. In the corporate, educational, and institutional worlds, this step is called planning. But to plan is not simply to write down goals on paper — it is to accompany the journey with active listening, presence, creativity, and direction. In the Quasar K+ method, created by Antônio Carlos dos Santos, tracking objectives and goals is more than a technical process: it is a living performance where the protagonists are the people, and the script is written with science, culture, and theater. This article presents, clearly and inspiringly, how strategic tracking based on the OKR (Objectives and Key Results) model can be adapted to the Quasar K+ universe, making performance management more human, engaging, and meaningful.

In the traditional OKR model, used by companies like Google, Intel, and Spotify, we find two central elements: the Objective, which represents a clear and qualitative intention; and the Key Results, which are measurable indicators used to evaluate whether the objective is being achieved. The Quasar K+ proposal does not abandon this structure but expands its scope by integrating tools from neuroscience, active pedagogy, and theatrical art. In Quasar, the objective is not a cold or imposed goal — it arises from a “scene movement,” from an active listening of the context and the voices within the group. It is the moment when the cast (the team) defines the plot (the mission) and the desires of the main character: the collective.

A good example of this application was seen in a credit cooperative in the interior of Minas Gerais, Brazil, where the leaders decided to implement Quasar K+ to align their mission with measurable outcomes. The first phase was marked by a “table reading” — a theatrical expression that, in this methodology, represents a collective listening session about the team’s dreams, pains, and hopes. From that moment, an inspiring objective was crafted for the cycle: “To transform service into an emotional and memorable experience for cooperative members.” The emotional clarity of this objective — something fundamental in Quasar K+ — already represented 50% of the realization energy.

To unfold the objective into concrete results, Quasar K+ proposes the creation of Scene Indicators (ICs) — a symbolic reinterpretation of OKR's Key Results. Each Scene Indicator is associated with a measurable, yet performable, action — that is, one that can be represented through gestures, speech, and attitudes in the team's daily routine. For instance, one IC defined by the cooperative was: “Reduce waiting time by 30% by the end of the quarter.” However, this indicator was dramatized through an internal theatrical scene, where employees acted out the ideal service experience, highlighting rhythm, eye contact, body language, and verbal warmth. The result? A goal that stopped being just a number and became a living practice.

This tracking is done through short cycles and scenic rituals. Instead of formal, rigid meetings, Quasar K+ proposes Creative Tracking Circles, which function like rehearsal sessions. In each gathering, participants share their progress, challenges, and emotions. They are encouraged to talk about the backstage of the scene — what’s not in the reports but directly affects performance. The methodology includes the practice of “replaying the scene” when necessary: if a result is not achieved, it is reenacted, reinterpreted, adjusted. This practice values emotional and cognitive plasticity, as studied in neuroscience (Doidge, 2007), and counters the culture of failure linked to error.

In his book “Strategic Communication: The Art of Speaking Well,” Antônio Carlos reinforces the importance of storytelling in building effective strategies. In Quasar K+, objectives are not just written: they are told, performed, and lived. In each cycle, leaders are invited to build symbolic scripts that connect indicators to the team’s purpose. The use of metaphor and poetic imagery helps with memory retention, engagement, and deep understanding of what's at stake. This aligns with cognitive psychology research that shows the power of mental imagery in reinforcing memory and motivation (Paivio, 1986).

Moreover, Quasar K+ introduces a system called Voices in Motion, inspired by the ThM (Theater Movement) methodology, in which team members express their progress through body-based dynamics. In this approach, indicators such as “client satisfaction level” or “meeting deadlines” gain physical representations — gestures, postures, and movements — that enhance the emotional reading of the organizational climate. This boosts empathy and team cohesion, as evidenced by research in embodied cognition (Gallese & Lakoff, 2005).

Another essential aspect of Quasar K+ is the promotion of sensitive and constructive feedback, replacing harsh performance reviews with compassionate listening. Here, the influence of the Mané Beiçudo Puppet Theater (TBMB) comes into play, in which feedback is symbolized by puppets. A manager, for example, can express dissatisfaction with an indicator using a puppet’s voice and body, creating a lighter, symbolic, and more effective atmosphere. This practice draws inspiration from Paulo Freire’s Pedagogy of Autonomy and Viola Spolin’s theater games.

All of this is documented not only in spreadsheets but also in Scene Journals, where participants record weekly reflections, achievements, and insights. These records are used in impact analysis sessions, but they also become part of the organization’s living memory. As Antônio Carlos states in “Moving Letters: The Art of Writing Well,” writing is organizing thought with soul — and tracking goals can be a poetic act too.

In short, tracking objectives and goals within the Quasar K+ method is a continuous, creative, and transformative process. It honors the core of OKR while expanding it with art, emotion, and science. By turning indicators into scenes and goals into movements, this methodology offers leaders and teams a new way to plan with the body, mind, and heart. And perhaps, as in the best theater plays, the most surprising ending is realizing that true transformation happens behind the scenes, where listening, affection, and shared creation give new meaning to every small result, turning it into something grand and profoundly human.

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