But when organizations and governments create dysfunctional systems that can be predicted to lead to bad behaviors, I see the problem starting with the dysfunctional system. Far too often, people want to blame the individual. Q: Are goals by themselves a problem, or is it the way we use them?Ī: When we can so easily predict the dysfunctional behavior that will ensue, I would argue that it is the goals themselves. This is the most important result in the goal setting literature-found by my coauthors Lisa Ordóñez and Maurice Schweitzer. When employees care exclusively about reaching a goal, and bad things can happen if they fail, cheating goes up. This is what Staw and Boettger found many years ago. But we are concerned about the simple specification of stretch goals that permeates the goal setting and management by objectives literature.Ī: When people focus on a specific stretch goal, and fail to perform other valued activities that are needed by the organization, goals are failing. And each of us has found goals useful in limited domains. Max Bazerman: No, my coauthors and I are not against incentives. Sean Silverthorne: So, are you against incentives and goals? We asked Professor Bazerman to explore in more depth some of the paper's findings. Galinsky, Kellogg School of Management, Northwestern University and Max Bazerman, Harvard Business School. Schweitzer, Wharton School, University of Pennsylvania Adam D.
Ordóñez, Eller College of Management, University of Arizona Maurice E.
The working paper, " Goals Gone Wild: The Systematic Side Effects of Over-Prescribing Goals Setting," was authored by Lisa D. They even offer a warning label and list 10 questions managers should ask themselves before starting goal setting.
But goal setting must be prescribed in doses, not as a standard remedy to increase productivity. Used wisely, goals can inspire employees and improve performance, the authors agree.
0 kommentar(er)
