WCM 610 SMART Goals Overview and Example

For the Module Two Assignment: Template Task—Working With Define in Application, you will complete a SMART Goals Chart Template following 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.

Note that in “Organization A” in the example chart below, the organization’s structure is the root cause of a number of the conflicts between the
chairman’s team and the CEO’s team. One cannot reasonably advise the chairman to restructure the organization. Remember 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 would destabilize the organization; remember that changes cause stress and stress produces conflict. Often, when
approaching problem definition, recognizing what will not work is critical to realizing what can work and would be feasible.

In the SMART goals chart example below, the SMART goals 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 unintended consequences 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 their 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 steps and consider what might work. As
you continue to work with the information coming in from the situation, you can always return and revise your chart.

Always define terms that can be considered 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 interrupts during a specified
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 progress stays
consistent, would quantify “improve.” Always quantify and create measurements.

Often, working 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 following example of SMART goals pertaining to
Define for Organization A, you will notice how the macro level cannot be achieved; the analyst must look to making recommendations for the meso and
micro levels. Each meso SMART goal further narrows to SMART goals 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 goal)

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 solution: 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, “us” versus “them” thinking,
workers on the same projects not actually
working together

Change of any kind is apt to be destabilizing;
employees may 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 until 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; employees are
not getting to know one another.

Potential solution: Reduce 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 teams,
groupthink is possible.

Potential unintended consequences: While
complaints may be reduced, a possible
unintended consequence is that individuals
will not speak up for fear of being ostracized
from the group

Going forward, consider how to minimize the
potential for groupthink.

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. Another way forward must be
found.

A
(Attainable/Achievable)

Potential solution: Moving employee 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
additional stress and have human resources
(HR) ready to facilitate new 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/Relevant)
Potential solution: Moving employees to new
work locations is realistic and relevant to the
needs of moving the organization forward.

Additional conflict and stress is likely at the
micro level.

Anticipate initial resistance, complaints, and
the need to form a new project work team.
Use team-creation theories and take specific
actions to counteract. Continue 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 solution: Begin and complete in next
calendar month, announce in a meeting, be
available for questions and concerns. People
affected may not want to raise their concerns
in a group meeting; concerns may also be
internalized.

Individuals may become stressed due to
oncoming change they find undesirable;
imminence of changes can cause additional
stress. For those who are accustomed to
internalizing stress, which could occur in the
culture of Organization 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 cause.

Be prepared to work one-on-one with
employees, leadership, and newly formed
teams. Take care in making the initial
announcement, avoiding email and allowing
people to ask questions and voice concerns. Be
clear, however, that the changes will go
forward, and provide clear rationale.

T – What Will Not Work Avoid 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.