Instructions For this assignment, you will you will complete a SMART Goals Chart Template by filling in each section in the chart. By now, you should be able to see how the DMAIC phases are interconne

WCM 610 SMART Goals Overview and Example For the Module Two Assignment: Template Task — Working W ith Define in Application, you will complete a SMART Goals Chart Template follow ing the example provided below. When creating SMART goals relative to the Define phase of the DMAIC process, you may find that working through the challenges in a narrative manner can be beneficial. Using only bullet points is also possible. You should use whichever method you are most comfortable with. Not e that in “Organization A” in the example chart below, the organization’s structure is the root cause of a numbe r of the conflicts between the chairman’s team and the CEO’s team . One cannot reasonably advise the c hairman to restructure the organization. Re member that, while the situation in Organization A is sub -optimal, and although the organization may be performing inefficiently, the organization is essentially stable. To attempt to restructure on a macro level wou ld destabilize the organization; r emember that changes cause stress and stress produces conflict. Often, when approaching problem definition, recognizing what will not work is criti cal to realizing what can work and would be feasible. In the SMART goals chart example below, the SMART g oa ls relative to the Define phase are completed. You will notice that the model has moved ahead to the other pieces of the DMAIC. Becoming accustomed to the iterative nature of conflict analysis is crucial for success . Including potential solutions and the u nintended consequenc es of those potential solutions will help you later in the creation of Measure, Analyze, Improve, and Control phases. When beginning to consider solutions, work to make the solutions possible and real while avoiding evaluating them. As you move through the DMAIC process, you will then have the opportunity to review the potential solutions and consider t heir viability. You may find you need to make adjustments, including changing direction entirely regarding potential Improve and Control phases . Be bold now to push ahead a few ste ps and consider what might work. As you continue to work with the information coming in from the situation, you ca n always return and revise your chart. Always define terms that can be con sidered subjective. Words such as “soon” and “improve” are unclear. “By Wednesday at 11 a .m. Eastern Time ” is specific, as is pointing out to a person that he interrupts habitually during conversations. Asking that person then to count how many times he int errupts during a sp ecified time frame, writing each instance down, working to reduce the number of interruptions to zero , and then self -checking daily to be sure that his pro gress stays consistent, would quantify “improve.” Always quantify and create measurements. Often, wo rking for SMART goals at the organizational or macro (overall) level is simply not feasible. One must then look to the mid -level or meso (e.g., departmental level ), and from there to the individual employee or leader, which is the micro level. In the follo wing example of SMART g oals pertaining to Define for Organization A, you will notice how the macro level cannot be achieved; the analyst must look to making recommendations f or the meso and micro levels. Each meso SMART goal further narrow s to SMART g oals for the micro , individual level. SMART Goals Chart Example: Organization A SMART Goals Relevant to Problem Statement for Own Current Conflict at Work (Define) Intent/Impact: Potential Unintended Consequences Thoughts (Share any self -reflective thinking or notes on each element of the SMART g oal ) S (Specific) Employees on chairman’s and CEO’s teams do not work together directly; they are on the same projects but are in different areas of the organization. Potential s olution: What about moving employees so that project teams sit and work together, regardless of whether they are on the Chairman’s team or CEO’s team ? Interdepartmental conflict, interpersonal conflict, “u s” versus “them” thinking, workers on the same proj ects not actually working together Change of any ki nd is apt to be destabilizing; employees m ay not want to leave their coworkers to work closely with those they do not know well and who are on the “other” team. While restructuring the entire organization will not work, restructuring part of the organization might. Be prepared, if the potential solution is undertaken, to have a dedicated facilitator for each new project group; be prepared to assist employees through the changes; be ready for resistance un til the new becomes “normal.” S - What Will Not Work No restructuring of organization -- -- M (Measurable) Current: Employees complain about one another at least once per day; e mployees are not getting to know one another. Potential s olution: Red uce complaints to once per week, then once per month; ensure employees have a chance to get to know one another. If the proposed change works and the new project groups become genuine team s, groupthink is possible. Potential unintended consequences : While com plaints may be reduced, a possible unintended consequence is that individuals will not speak up for fear of being ostracized from the group Going forward, c onsider how to minimize the potential for g roupthink . M - What Will Not Work Employee lunches or other shared social and work events outside of the annual organizational party. Your intent may be to find creative solutions; however, because of cultural relativism , your ideas may not work and could cause the unintended impact of resistance . Because Organization A is not in the United States , options such as employee work lunches are not possible. A nother way forward must be found. A (Attainable/Achievable) Potential s olution: Moving employ ee seats to create project teams is possible, moving away from the current , extremely toxic, situation. As above, individuals tend to resist change; until the project groups become normalized, conflict could actually increase. Anticipate additio nal stress and have human resources (HR ) ready to facilitate ne w groups and mediate conflicts. What happens if HR does not want to step in, or their stepping in is contrary to organizational norms? Here is a clear opportunity to return and revise as new possibilities may arise . A - What Will Not Work No restructuring of organization -- -- R (Realistic/R elevant) Potential s olution: Moving employees to new wor k locations is realistic and relevant to the needs of moving the organization forward. Additiona l conflict and stress is likely at the micro level. Anticipate ini tial resistance, complaints, and the need to form a new project work team. Use team -creation theories and take specific actions to counteract. C ontinue to add beneficial sources of information to this section (e.g., Resolving Team Conflict ). R - What Will Not Work No restructuring of organization -- -- T (Time -bound/Time Constraints) Potential s olution: Begin a nd complete in next calendar month, announce in a meeting, be avail able for questions and concerns. People affected may not want to raise thei r concerns in a group meeting; c oncerns may also be internalized. Individuals may become stressed due to oncoming change they find undesirable; imminence of chan ges can cause additional stre ss. For those who are accustomed to internalizing stress, which could occur in the culture of Organiza tion A, conflict could increase. Be ready for the potential and use the Define phase with interpersonal conflict to ascertain whether stress from changes is the underlying root caus e. Be prepared to work one -on -one with employees, leadership , and newly formed teams. Take care in making the initial announcement, a voiding email and allowing people to a sk questions and voice concerns. Be clear, however, that the changes will go forward, and provide clear rationale. T - What Will Not Work Av oid vague terms, such as “soon.” Needed changes may never occur. Stress from potential changes may increase meso - and micro -level conflicts. What Stresses Your Employees Out Most?

Change.