Measuring and Analyzing Conflicts
Measuring Performance
Introduction
This paper will delve into the analysis and measurement phases of the DMAIC process. Based on the conflict at the soft drinks company (case study two), the writer will lay the ground for measuring and analyzing the problem’s root causes. An Ishikawa diagram will be used to give a comprehensive visual representation of root causes based on six organizational dimensions (environment, materials, methods, management, manpower, and machines).
Effectively Collecting Data on the Identified Variables
The procedures outlined below will be taken to efficiently gather data on the variables chosen from the SIPOC assessment (supplier, input, process, output, and customer). First, the key performance indicators (KPIs) will be defined. This will entail identifying the precise metrics or indicators applicable to every factor in the SIPOC assessment. Following that, the suitable procedures for gathering data on each variable will be determined (Carroll, 2013). This might involve surveys, interviews, observations, document analysis, or automatic tools. Additionally, using technology to streamline data-gathering methods will be beneficial. This might entail deploying IoT devices that automatically gather data on employee opinions.
Ishikawa Diagram
Role of Variables
Leaders will play a crucial role in reassuring employees about the transparency of upcoming promotions. The leaders should openly communicate the criterion that will be used to select new leaders to allay fears of favoritism among the staff (Mitchell & Gamlem, 2015). Besides, corporate leaders should spearhead efforts to ensure that employees receive effective communication concerning the intended promotional efforts. Also, employee performance metrics may help in allaying potential conflicts that may result from the promotions. Employee performance metrics are measurable assessments that provide a review of an individual’s efficiency, effectiveness, and overall worth to the business (Monday, 2022). These might include time management, cooperation, and goal attainment (iSixSigma-Editorial, 2023). When combined, these measures provide helpful clues to individual achievement. This is essential data because it may help one identify a team member’s strengths and shortcomings, enabling managers to make well-informed choices about whether to intervene and what kind of coaching and development techniques to implement. Performance metrics will help the management team at the soft drinks company make informed choices about the right criteria to pursue while promoting employees to leadership positions in the new plant.
According to Gonos and Gallo (2013), it is critical to pay attention to these aspects of self-awareness while evaluating leadership fitness. First, one’s value system is important because values represent preferences that are mirrored in the decisions of all individuals, including managers. Managers should have integrity, which will imply that subordinates see the management as trustworthy. Integrity also entails accepting responsibility for handling negotiations and making decisions. Furthermore, one’s perception of what constitutes proper managerial action is important, as some managers feel that employees should be pushed to work. As a result, they may adopt a prescriptive and dictatorial leadership style. Other managers feel that they must be attentive and responsive to their employee’s needs, which encourages a democratic leadership style.
Analysis
Root Causes of Conflict
Based on the variables identified above, one of the root causes of the conflict identified is a lack of transparency regarding the upcoming promotions. The management team should openly communicate the promotion criterion. Also, the management team lacks or at least has not communicated the key performance indicators upon which the promotions will be based. The rest of the team members are fearful that the process may be unfair.
Questions of the Stakeholders
- What are your specific complaints or grievances about the promotion procedure?
- How do you think the present promotion process may be changed to take into account these concerns?
Additional Questions Using the “Five Whys” Process
- What would cause the upset with impending promotions?
- What makes stakeholders believe that the criteria for advancement are inadequate?
- What has made stakeholders dislike the scheduling of promotions?
- For what reasons do stakeholders believe that communication around promotions is lacking?
- What has caused the gap between the desires of stakeholders and the promotion procedure?
Conclusion
Conclusively, the measure and analysis phases of the DMAIC process offer a comprehensive understanding of a problem’s root causes. While implementing these phases, a leader plays a crucial role in alleviating problem causes. One such role is to set performance metrics and communicate the same to employees. To measure root causes from the employees’ perspectives, interviews and surveys are used.
References
Carroll, C. T. (2013). Six Sigma for powerful improvement: A green belt DMAIC training system with software tools and a 25-lesson course. CRC Press, Taylor & Francis Group.
Gonos, J., & Gallo, P. (2013). Model for leadership style evaluation. Management: Journal of Contemporary Management Issues, 18(2), 157–168. https://core.ac.uk/download/pdf/19120671.pdf
iSixSigma-Editorial. (2023, May 17). Determine the root cause: 5 whys. Isixsigma.com. https://www.isixsigma.com/cause-effect/determine-root-cause-5-whys/
Mitchell, B., & Gamlem, C. (2015). The essential workplace conflict handbook: A quick and handy resource for any manager, team leader, HR professional, or anyone who wants to resolve disputes and increase productivity. Career Press.
Monday, L. M. (2022). Define, Measure, Analyze, Improve, Control (DMAIC) methodology as a roadmap in quality improvement. Global Journal on Quality and Safety in Healthcare, 5(2), 44–46. https://doi.org/10.36401/jqsh-22-
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Question 
PROMPT: For this second milestone, you will provide the Measure and Analysis phases of the DMAIC process and apply them to your selected case study.
Measuring and Analyzing Conflicts
You will first measure performance by creating a process to gather data on the current situation and then begin to create a picture of what the future state will look like, focusing on the proposed solution.