SMART goals

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.

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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.