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Business

Implementing Smart Goals for Workplace Challenges – Strategizing Conflict Resolution

Implementing Smart Goals for Workplace Challenges – Strategizing Conflict Resolution

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)

 Current conflict at work: Stalemate to close Syracuse offices, the company’s headquarters.

Potential solution: Proceed to close the company’s headquarters in the US because they are no longer profitable. Product profitability is a significant value of the company that should inform decisions.

 The decision to close the company’s headquarters will attract negative attitudes from adamant managers about the close. As an unintended consequence, their resistance will be expected. Phone Systems Inc. values diversity in its workforce, innovation in its processes, and product profitability. Since the Syracuse site is no longer profitable, there is no need to continue with its operations.
S – What Will Not Work Continued Syracuse’s unprofitable operations because board members live there The place where the board of directors members live should not be the major factor to consider. Considering important factors such as company values and the need for profits is crucial (Latham, 2020). It should come before other non-major considerations, such as board members’ residence area.
M

(Measurable)

 Conflict: Whether to open a new site in India

Potential solution: Proceed to open the new site in India and measure the performance of the site based on profits and employee satisfaction

 Opening a new site in India will face resistance from representatives of the New York site. Measurable profitability and employee satisfaction will permit the opening of a new site in India. The plans should not be canceled because of non-measurable aspects such as area bias.
M – What Will Not Work Vocally disagreeing with the decision to open a new site in India Vocal disagreements may result in fighting and altercations. Vocal disagreements that have not contributed to the decision-making process can result in fights among committee members.
A

(Attainable/Achievable)

 Current conflict: There is a high employee dissatisfaction rate in the New York site, which should be subjected to closure

Potential solution: Improve employee satisfaction rate in the new site to be opened in India

 Members of the board who do not support the idea of opening a new site are expected to argue against the closure of the New York site. Not all people can be pleased with the decisions to be made. However, an improved employee satisfaction rate at the new Indian site will ensure the successful replacement of the New York site.
A – What Will Not Work Finger-pointing towards each other Finger-pointing will create a negative perception of others which might not be true (Tehrani &Yamini, 2020) Finger-pointing is not a recommended way of resolving disagreements. Instead, focused discussions on why the new site is recommended for opening should be done.
R

(Realistic/Relevant)

 Current conflict: Each member would not wish their site to be closed

Potential solution: Unbiased evaluation of the New York site against other sites and the new Indian site to establish the one to close

 Bias can lead to misleading judgments that may lack economic benefit to the company. Evaluation free from bias will help managers correctly identify areas of improvement in the board members’ respective sites and explain why opening a new site is convenient.
R – What Will Not Work Finding weaknesses at each site other than those owned by board members will not work. Each site, including those performing well, will be recommended for closure, which is not the objective of the discussion. Concentrating on finding weaknesses on various sites other than those owned by board members will waste resources and lead to no useful solution.
T

(Time-Bound/Time Constraints)

 Current conflict: The objectives of the committee prove difficult to resolve

Potential solution: The board members should set time limits for a successful conclusion by focusing on the committee’s objectives.

 Some committee members may resist the decision to set time limits Time limits to the discussion will ensure committee members discuss the merits and demerits of closing the New York site and opening a new site in India.
T – What Will Not Work Focusing on non-objective aspects of the discussion Focusing on the committee’s objectives will enhance the issue’s successful address. Focusing on the main agenda of the committee will leave no time for non-essential aspects such as finger-pointing and weakness searches.

References

Latham, G. (2020). Goal setting: A five-step approach to behavior change. In Organizational collaboration (pp. 10–20). Routledge.

Tehrani, H. D., & Yamini, S. (2020). Personality traits and conflict resolution styles: A meta-analysis. Personality and Individual Differences, p. 157, 109794.

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Question 

Overview: For this assignment due in Module Two, you will complete a SMART goals chart. By now, you should be able to see how the DMAIC phases are interconnected. This SMART goals task provides an analysis tool to help you define the conflict in the selected case study for your final project. This Define component is due in Module Three as Milestone One: Defining Goals.

mplementing Smart Goals for Workplace Challenges - Strategizing Conflict Resolution

implementing Smart Goals for Workplace Challenges – Strategizing Conflict Resolution

Prompt: First, read the DEFINE Supplementary Document, Explaining the Concept of SMART Goals, and the SMART Goals Overview and Example document.

Next, using what you have learned about Define from Module One and examining your organizational conflict (or the Garden Depot case study), complete the SMART Goals Chart Template by responding to each section in the chart:

  • S: Specific—When, where, and how will the goals (recommended solutions) be implemented?
  • M: Measurable—How will implementation of the goals be measured?
  • A: Attainable/Achievable—What steps are necessary to reach the goals?
  • R: Realistic/Relevant—Is it realistic to be setting these goals? Are these the right goals to reach the desired outcome?
  • T: Time-Bound/Time Restraints—Do the goals include a specific time frame to achieve them?

Be sure to consider all possible solutions and any unintended consequences that may arise from implementing these goals. In Module Three, you will begin to work with Measure, or M, in the DMAIC process.