Prompt Final Submit your final presentation. It should be 10 to 12 slides in length, and should represent a compilation of your learning, incorporating all

Prompt Final Submit your final presentation. It should be 10 to 12 slides in length, and should represent a compilation of your learning, incorporating all

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Prompt Final Submit your final presentation. It should be 10 to 12 slides in length, and should represent a compilation of your learning, incorporating all instructor feedback from your three milestones and showcasing your DMAIC process for your selected case study.

Throughout the course, particularly for the milestones and small group discussions, you have prepared for your final project. Your task now is to take your milestone drafts (which contain the critical elements for your final project) and transform them into a presentation with speaker notes.

Note that the professional speaker notes for your presentation should retain the citations from your milestones. You have also worked in your small group discussions on slides for your final project. Be sure to incorporate all instructor and peer feedback into your presentation. If you need assistance in creating a presentation—or graphics, charts, and tables—in PowerPoint.

Read the instruction carefully there are two cases to choose from you can pick anyone please follow the instruction. WCM 610 Final Project Guidelines and Rubric

Overview
For the final project in this course, you will develop an executive summary presentation with speaker notes. Imagine that you are a human resource
professional in an organization that is struggling with a conflict regarding a critical strategic project. Leaders in the organization are looking to you to assess the
conflict, determine what the key issues are, and recommend an action plan to resolve it.

Organizational managers, and especially human resource professionals, need to develop a mindset that sees organizational conflict as a naturally occurring,
expected event in any organization. Conflict brings attention to “pinch points” in organizations and needs to be perceived as an opportunity for improvement,
not as a distraction to the job at hand. This course introduces key concepts of organizational conflict in this context, and provides you with some common
industry tools and templates you will use as you seek to understand the root causes of a conflict and develop action plans to address them.

In this project, you will use organizational tools associated with the define, measure, analyze, improve, and control (DMAIC) process, a Six Sigma problem-solving
methodology that many organizations use to solve a variety of issues. By following the rudimentary elements of the DMAIC process, you will define the problem,
measure its impact on the organization, analyze the issue in order to assess how best to resolve it, develop recommendations to improve the situation (propose
a solution), and suggest an ongoing process to ensure the proposed solution controls the issue, preventing a flare-up or reoccurrence of the original issue.

The project is divided into three milestones, which will be submitted at various points throughout the course to scaffold learning and ensure quality final
submissions. These milestones will be submitted in Modules Three, Five, and Seven. The final product will be submitted in Module Nine.

In this assignment, you will demonstrate your mastery of the following course outcomes:

 Analyze conflicts involving organizational culture for determining the root causes of dissonance between organizational values and the individual values
of its members

 Propose data-driven processes that determine critical variables present in conflicts between employees for addressing organizational conflict situations

 Develop evidence-based strategies for addressing future conflicts involving organizational culture

 Assess the effectiveness of organizational leadership for informing organizational leaders on how to increase employee engagement, foster
collaboration, and build effective teams

 Develop appropriate gap-analysis strategies for assessing the congruence of ethical, moral, and legal variables present in conflict situations between
employees and organizational values

Prompt
For your project, you will choose one of the case studies provided—Final Project Case Study One or Final Project Case Study Two—and develop an executive
summary presentation with speaker notes and citations based on the case study. In your presentation, you will analyze the case study, determine the cause of
the conflict, recommend corrective actions to resolve the conflict, and make recommendations to avoid similar conflicts in the future.

Specifically, the following critical elements must be addressed:

I. Defining Goals: In this section, you will summarize the desired resolution to the conflict in the case study based on your knowledge of the organization’s
business goals, customer needs, and the process that needs to improve.

A. Construct a problem statement that clearly articulates the personnel conflict that has arisen. Be sure to consider the project scope and future-
state goal in contextualizing the conflict.

B. Complete a stakeholder analysis, identifying the key stakeholders that are involved in or affected by the current situation and future-state goal
as articulated in the problem statement.

C. Develop a high-level suppliers, inputs, process, outputs, and customers (SIPOC) process map, identifying the quantitative and qualitative
variables that are likely to contribute to the conflict.

II. Measuring Performance: In this section, you will create a process to gather data on the current situation.
A. Propose a process to effectively collect data on the identified variables (from the SIPOC analysis) and appropriately evaluate it.
B. Construct an Ishikawa diagram (fishbone diagram) of the variables that contribute to the conflict, selecting the critical variables that require

further analysis.
C. Describe the role of these critical variables in developing corrective changes to address the conflict in the problem statement.

III. Analysis: In this section, you will begin to create a picture of what the future state will look like, focusing on the proposed solution.
A. Determine the root causes of the conflict by assessing the variables you identified and the information provided in the case study.
B. Construct questions you would ask of the stakeholders (voice of customer) if this were a live situation to pressure test your initial assessment of

the probable root causes.
C. Using the “Five Whys” process, construct additional questions you anticipate needing to ask as stakeholders answer your initial question.

IV. Improve: The goal of this section is to demonstrate that the solutions you propose should resolve the organizational conflict in the case study, leading to
an improved future state.

A. Recommend appropriate corrective actions to address the previously determined root causes of the conflict.
B. Propose quantifiable metrics that could measure progress in implementing the recommended corrective actions.
C. Identify potential areas of resistance to the recommended corrective actions, providing recommendations to reduce such resistance.
D. Assess the effectiveness of various leadership styles on employee engagement and employee empowerment in the case study.
E. Determine how an effective team-building process could have prevented some of the issues with the dysfunctional team in the case study. You

might consider team-building models like Drexler/Sibbet or Tuckman.
F. Recommend effective leadership styles and team-building processes that organizational leadership could use to promote increased employee

engagement and foster collaboration moving forward.

http://snhu-media.snhu.edu/files/course_repository/graduate/wcm/wcm610/wcm610_final_project_case_study_one.pdf

http://snhu-media.snhu.edu/files/course_repository/graduate/wcm/wcm610/wcm610_final_project_case_study_two.pdf

V. Controls: This section will recommend methods that should help ensure the proposed solution resolves the defined problem now and in the future.
A. Describe how you would address ethical, cultural, and legal variables that present challenges when working with team members from different

backgrounds and different geographic regions. Support your response with relevant examples.
B. Explain how organizational values can be identified, validated, and codified to reduce the potential for organizational dissonance.
C. Develop an appropriate gap-analysis strategy to periodically assess the congruence, or lack thereof, between an organization’s espoused values

and its enacted values. Be sure to consider the ethical, cultural, and legal variables in the development of your gap-analysis strategy.

Milestones
Milestone One: Defining Goals
In Module Three, you will take what you have learned about Define and begin your work on your selected case study, establishing the Define phase of the
DMAIC process. This milestone is graded with the Milestone One Rubric.

Milestone Two: Measuring and Analyzing Conflict
In Module Five, you will provide the Measure and Analyze phases of the DMAIC process and apply them to your selected case study. 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. This milestone is graded with the Milestone Two Rubric.

Milestone Three: The Improve Phase—The Path to Solving Conflict
In Module Seven, you will submit a draft of the Improve phase for your selected case study. It should focus on your Improve recommendations, while also
probing those recommendations for unwanted consequences. This milestone is graded with the Milestone Three Rubric.

Final Submission: Executive Summary Presentation With Speaker Notes
In Module Nine, you will submit your final presentation. It should contain your compilation of your learning, incorporating all instructor feedback on your three
previous milestones and showcasing the DMAIC process for your selected case study. It should be a complete, polished artifact containing all of the critical
elements of the final product. It should reflect the incorporation of feedback gained throughout the course. This submission will be graded using the Final
Project Rubric.

Deliverables
Milestone Deliverable Module Due Grading

1 Defining Goals Three Graded separately; Milestone One Rubric

2 Measuring and Analyzing Conflict Five Graded separately; Milestone Two Rubric

3 The Improve Phase—The Path to Solving Conflict Seven Graded separately; Milestone Three Rubric

Final Submission: Executive Summary
Presentation With Speaker Notes

Nine Graded separately; Final Project Rubric

Final Project Rubric
Guidelines for Submission: Your executive summary presentation should be 10 to 12 slides in length, accompanied by speaker notes. It should be of professional
quality. Use APA formatting and citations.

Critical Elements Exemplary (100%) Proficient (90%) Needs Improvement (70%) Not Evident (0%) Value

Defining Goals:
Problem Statement

[WCM-610-01]

Meets “Proficient” criteria and
problem statement
demonstrates a complex grasp
of the personnel conflict and
how it relates to the project
scope and future-state goal

Constructs a problem
statement that clearly
articulates the personnel
conflict that has arisen,
considering the project scope
and future-state goal in
contextualizing the conflict

Constructs a problem
statement that articulates the
personnel conflict that has
arisen, considering the project
scope and future-state goal in
contextualizing the conflict, but
problem statement is cursory,
lacks clarity, or contains
inaccuracies

Does not construct a problem
statement that articulates the
personnel conflict that has arisen

6.4

Defining Goals:
Stakeholder Analysis

[WCM-610-01]

Meets “Proficient” criteria and
response demonstrates a
sophisticated awareness of
who is involved in and affected
by the current situation and
future goal as articulated in the
problem statement

Completes a stakeholder
analysis, identifying the key
stakeholders who are involved
in or affected by the current
situation and future-state goal
as articulated in the problem
statement

Completes a stakeholder
analysis, identifying
stakeholders who are involved
or affected by the current
situation and future-state goal,
but analysis is cursory or
contains inaccuracies, or
stakeholders identified are not
relevant given the problem
statement

Does not complete a stakeholder
analysis, identifying the
stakeholders who are involved or
affected by the current situation
and future-state goal

6.4

Defining Goals:
Process Map

[WCM-610-01]

Meets “Proficient” criteria and
process map demonstrates
keen insight into the
quantitative and qualitative
variables that are likely to
contribute to the conflict

Develops a high-level SIPOC
process map, identifying the
quantitative and qualitative
variables that are likely to
contribute to the conflict

Develops a SIPOC process map,
identifying the quantitative and
qualitative variables that are
likely to contribute to the
conflict, but process map is
cursory or contains
inaccuracies

Does not develop a SIPOC
process map

6.4

Measuring
Performance:

Identified Variables
[WCM-610-02]

Meets “Proficient” criteria and
proposed process
demonstrates keen insight into
how to collect and
appropriately evaluate data on
identified variables

Proposes a process to
effectively collect data on the
identified variables and
appropriately evaluate it

Proposes a process to collect
and evaluate data on identified
variables but proposition is
cursory or illogical, collection
method is not effective, or
evaluation process is not
appropriate

Does not propose a process to
collect and evaluate data on
identified variables

6.4

Measuring

Performance:
Ishikawa Diagram

[WCM-610-02]

Meets “Proficient” criteria and
critical variables identified
demonstrate a sophisticated
awareness of the complexities
of problem being addressed

Constructs an Ishikawa
(fishbone) diagram of the
variables that contribute to the
conflict, selecting critical
variables that require further
analysis

Constructs an Ishikawa
(fishbone) diagram of variables
that contribute to the conflict,
selecting the variables that
require further analysis, but
variables selected are not
logical or are not critical for
further analysis

Does not construct an Ishikawa
(fishbone) diagram of the
variables that contribute to the
conflict

6.4

Measuring
Performance: Critical

Variables
[WCM-610-02]

Meets “Proficient” criteria and
description makes particularly
cogent connections between
the critical variables and the
conflict articulated in the
problem statement

Describes the role of critical
variables in developing
corrective changes to address
the conflict in the problem
statement

Describes the role of different
variables in developing
corrective changes to address
the conflict in the problem
statement but description is
cursory or contains
inaccuracies, or variables
discussed are not critical to
resolving the conflict

Does not describe the role of
different variables in developing
corrective changes to address the
conflict in the problem statement

6.4

Analysis: Root Causes
of Conflict

[WCM-610-03]

Meets “Proficient” criteria and
determined root causes
demonstrate keen insight into
the complexity of the conflict

Determines the root causes of
the conflict by assessing the
variables identified and the
information provided in the
case study

Determines the root causes of
the conflict by assessing the
variables identified and the
information provided in the
case study but determination is
cursory or illogical

Does not determine the root
causes of the conflict by
assessing the variables identified
and the information provided in
the case study

3.2

Analysis: Questions of
the Stakeholders

[WCM-610-03]

Meets “Proficient” criteria and
questions demonstrate keen
insight into the complexity of
determining the root causes of
conflict from stakeholder
interviews

Constructs questions to ask the
stakeholders to pressure test
the initial assessment of
probable root causes

Constructs questions for
stakeholders to pressure test
the initial assessment of
probable root causes but
questions are cursory or
illogical

Does not construct questions for
stakeholders to pressure test the
initial assessment of probable
root causes

3.2

Analysis: Additional
Questions

[WCM-610-03]

Meets “Proficient” criteria and
questions expertly integrate
information provided and the
“Five Whys” process

Uses the “Five Whys” process
to construct additional
questions that may need to be
asked as stakeholders answer
initial questions

Constructs additional questions
that may need to be asked as
stakeholders answer initial
questions but questions are
illogical or do not use the “Five
Whys” process

Does not construct additional
questions that may need to be
asked as stakeholders answer
initial questions

3.2

Improve: Corrective
Actions

[WCM-610-03]

Meets “Proficient” criteria and
recommended actions
demonstrate a sophisticated
approach to addressing the
causes of the conflict

Recommends appropriate
corrective actions to address the
previously determined root
causes of the conflict

Recommends corrective actions
to address the previously
determined root causes of the
conflict but recommendation is
cursory or corrective actions are
not appropriate

Does not recommend corrective
actions to address the previously
determined root causes of the
conflict

3.2

Improve: Quantifiable

Metrics
[WCM-610-03]

Meets “Proficient” criteria and
proposed metrics demonstrate
a nuanced approach to
measuring the progress in
implementing the
recommended corrective
actions

Proposes quantifiable metrics
that could measure progress in
implementing the recommended
corrective actions

Proposes metrics that could
measure progress in
implementing the recommended
corrective actions but proposal is
cursory or illogical

Does not propose metrics that
could measure progress in
implementing the recommended
corrective actions

3.2

Improve: Areas of
Resistance

[WCM-610-03]

Meets “Proficient” criteria and
recommendations
demonstrate keen insight into
how corrective actions might
be resisted

Identifies potential areas of
resistance to the recommended
corrective actions, providing
recommendations to reduce
such resistance

Identifies potential areas of
resistance to the recommended
corrective actions, providing
recommendations to reduce
such resistance, but
recommendations are cursory or
illogical

Does not identify potential areas of
resistance to the recommended
corrective actions

3.2

Improve: Leadership
Styles

[WCM-610-04]

Meets “Proficient” criteria and
assessment demonstrates a
complex grasp of the impacts
of leadership styles on
employees

Assesses the effectiveness of
various leadership styles on
employee engagement and
employee empowerment in the
case study

Assesses the effectiveness of
various leadership styles on
employee engagement and
employee empowerment in the
case study but assessment is
cursory, illogical, or contains
inaccuracies

Does not assess the effectiveness
of various leadership styles on
employee engagement and
employee empowerment in the
case study

6.4

Improve:
Team-Building

Process
[WCM-610-04]

Meets “Proficient” criteria and
determination demonstrates a
complex grasp of what makes
team-building processes
effective

Determines how an effective
team-building process could
have prevented some of the
issues with the dysfunctional
team in the case study

Determines how a team-building
process could have prevented
some of the issues with the
dysfunctional team in the case
study but determination is
cursory, contains inaccuracies, or
does not describe effective
team-building strategies

Does not determine how a team-
building process could have
prevented some of the issues with
the dysfunctional team in the case
study

6.4

Improve: Effective
Leadership and Team

Building
[WCM-610-04]

Meets “Proficient” criteria and
recommendations
demonstrate keen insight into
what makes leadership styles
and team-building processes
effective

Recommends effective
leadership styles and team-
building processes that
organizational leadership could
use to promote increased
employee engagement and
foster collaboration moving
forward

Recommends leadership styles
and team-building processes
that organizational leadership
could use to promote increased
employee engagement and
foster collaboration moving
forward but recommendations
are illogical or are not based on
effective leadership styles and
team-building processes

Does not recommend leadership
styles and team-building processes
that organizational leadership
could use to promote increased
employee engagement and foster
collaboration moving forward

6.4

Controls: Ethical,

Cultural, and Legal
Variables

[WCM-610-05]

Meets “Proficient” criteria and
response demonstrates a
complex grasp of the potential
challenges presented by
ethical, cultural, and legal
variables when working with
team members from different
backgrounds and geographic
regions

Describes method of
addressing ethical, cultural,
and legal variables that present
challenges when working with
team members from different
backgrounds and geographic
regions and supports response
with relevant examples

Describes method of
addressing ethical, cultural,
and legal variables that present
challenges when working with
team members from different
backgrounds and geographic
regions and supports response
with examples, but description
is cursory or contains
inaccuracies, or supporting
examples are not relevant

Does not describe method of
addressing ethical, cultural, and
legal variables that present
challenges when working with
team members from different
backgrounds and geographic
regions

6.4

Controls:
Organizational Values

[WCM-610-05]

Meets “Proficient” criteria and
explanation demonstrates a
keen insight into the potential
for organizational values to
reduce organizational
dissonance

Explains how organizational
values can be identified,
validated, and codified to
reduce the potential for
organizational dissonance

Explains how organizational
values can be identified,
validated, and codified to
reduce the potential for
organizational dissonance but
explanation is cursory, illogical,
or contains inaccuracies

Does not explain how
organizational values can be
identified, validated, and codified
to reduce the potential for
organizational dissonance

6.4

Controls:
Gap-Analysis Strategy

[WCM-610-05]

Meets “Proficient” criteria and
gap-analysis strategy makes
especially cogent connections
between an organization’s
espoused values and its
enacted values

Develops an appropriate gap-
analysis strategy to periodically
assess the congruence, or lack
thereof, between an
organization’s espoused values
and its enacted values,
considering ethical, cultural,
and legal variables in the
development of the strategy

Develops a gap-analysis
strategy to periodically assess
the congruence, or lack
thereof, between an
organization’s espoused values
and its enacted values,
considering ethical, cultural,
and legal variables in the
development of the strategy,
but strategy is cursory, illogical,
or not appropriate

Does not develop a gap-analysis
strategy to periodically assess the
congruence, or lack thereof,
between an organization’s
espoused values and its enacted
values

6.4

Articulation of
Response

Submission is free of errors
related to citations, grammar,
spelling, syntax, and
organization and is presented
in a professional and easy-to-
read format

Submission has no major errors
related to citations, grammar,
spelling, syntax, or organization

Submission has major errors
related to citations, grammar,
spelling, syntax, or organization
that negatively impact
readability and articulation of
main ideas

Submission has critical errors
related to citations, grammar,
spelling, syntax, or organization
that prevent understanding of
ideas

4

Total 100%

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