Discussion: SIPOC Diagram and Analysis First, watch the video SIPOC: Suppliers Inputs Process Outputs Customer. Additionally, be sure to review the DEFINE Supplementary Document, MEASURE Supplementary
WCM 610 DEFINE Supplementary Document
Change can affect the organization’s structure, causing stress. For instance, t hink of what can happen when a new
branch office is opened in a different city, state, or country. Other organizational structural stress can arise when an
organization is expanding. This can affect e xter nal stakeholders, leadership , and employees. No one is quite certain what
is going to happen, and people can feel some insecurity. The insecurity typically is stressful, and an interpersona l conflict
over something that would ordinarily be quite trivial can erupt between emplo yees . Only by defining and clearly
recognizing that the stress of change has caused individuals to feel anxious and impatient or intolerant with one
another, can the co nflict analyst intervene to manage the conflict while also strengthening and building the
interpersonal relationship with each party. Blaming the employees for arguing would be an inaccurate definition of the
problem, causing one to go through the DMAIC pr ocess from an incorrect initial perspective.
In addition, a person’s choices and the actions that are informed by his or her choices can have unintended
consequences. In Modules Seven and Eight, you will be working with the C , or Control , part of the DMAI C process model,
which will include examining your I, or Improvement , for unintended consequences of your decision making.
Examples of unintended consequences, examples that also speak to an organization’s espoused values and what can
happen when those values are omitted in actuality , can be found in the fi nal project case studies: Final Project Case
Study One and Final Project Case Study Two .
Any decision made in an organization can have far -ranging consequences that were unforeseen by the decision makers.
Although you cannot foresee all consequence s, thinking several steps ahead and making sure to control improvement,
the C and I of the DMAIC process, is crucial. You then have the opportunity to learn about what unintended
consequences have emerged, and can work to control them.
As part of Module Two, you will have an opportunity to practice thinking several steps ahead, considering potential
unintended consequences of your decisions.