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
Thoughts
Relevant to Problem
SMART Intent/Impact: (Share any self-reflective thinking or
Statement for Own Current
Goals Potential Unintended Consequences notes on each element of the
Conflict at Work (Define)
SMART goal)
Employees on chairman’s and
CEO’s teams do not work Interdepartmental conflict, While restructuring the entire
together directly; they are on interpersonal conflict, “us” versus organization will not work,
the same projects but are in “them” thinking, workers on the restructuring part of the
different areas of the same projects not actually working organization might.
organization. together
S Be prepared, if the potential
(Specific) Potential solution: What Change of any kind is apt to be solution is undertaken, to have a
about moving employees so destabilizing; employees may not dedicated facilitator for each new
that project teams sit and want to leave their coworkers to project group; be prepared to assist
work together, regardless of work closely with those they do not employees through the changes; be
whether they are on the know well and who are on the ready for resistance until the new
Chairman’s team or CEO’s “other” team. becomes “normal.”
team?
S - What Will Not Work No restructuring of organization -- --
Current: Employees
If the proposed change works and
complain about one
the new project groups become
another at least once per
genuine teams, groupthink is
day; employees are not
possible.
getting to know one
another. Going forward, consider
Potential unintended
M (Measurable) how to minimize the
consequences: While complaints
Potential solution: Reduce potential for groupthink.
may be reduced, a possible
complaints to once per
unintended consequence is that
week, then once per
individuals will not speak up for
month; ensure employees
fear of being ostracized from the
have a chance to get to
group
know one another.
Because Organization A is
Employee lunches or Your intent may be to find creative
not in the United States,
other shared social and solutions; however, because of
M - What Will Not options such as employee
work events outside of cultural relativism, your ideas may
Work work lunches are not
the annual organizational not work and could cause the
possible. Another way
party. unintended impact of resistance.
forward must be found.
What happens if HR does
As above, individuals tend to resist not want to step in, or
Potential solution: Moving
change; until the project groups their stepping in is
employee seats to create
become normalized, conflict could contrary to organizational
A project teams is possible,
actually increase. Anticipate norms?
(Attainable/Achievable) moving away from the
additional stress and have human Here is a clear opportunity
current, extremely toxic,
resources (HR) ready to facilitate to return and revise as
situation.
new groups and mediate conflicts. new possibilities may
arise.
A - What Will Not Work No restructuring of organization -- --
Potential solution: Moving Anticipate initial resistance, complaints, and
employees to new work Additional the need to form a new project work team.
R locations is realistic and conflict and Use team-creation theories and take specific
(Realistic/Relevant) relevant to the needs of stress is likely at actions to counteract. Continue to add
moving the organization the micro level. beneficial sources of information to this
forward. section (e.g., Resolving Team Conflict).
R - What Will Not Work No restructuring of organization -- --
T (Time- Potential solution: Begin Individuals may become stressed due Be prepared to work one-on-one
bound/Time and complete in next to oncoming change they find with employees, leadership, and
Constraints) calendar month, announce undesirable; imminence of changes newly formed teams. Take care in
in a meeting, be available can cause additional stress. For those making the initial announcement,
for questions and who are accustomed to internalizing avoiding email and allowing
stress, which could occur in the
concerns. People affected culture of Organization A, conflict
people to ask questions and voice
may not want to raise their could increase. Be ready for the
concerns. Be clear, however, that
concerns in a group potential and use the Define phase
the changes will go forward, and
meeting; concerns may with interpersonal conflict to
provide clear rationale.
also be internalized. ascertain whether stress from
changes is the underlying root cause.
Needed changes may never occur.
T - What Will Avoid vague terms, such as Stress from potential changes may
Not Work “soon.” increase meso- and micro-level
conflicts.
