Goals gone wild
Subtitle: the systematic side effects of over-prescribing goal setting
By: Lisa D. Ordóñez, Maurice E. Schweitzer, Adam D. Galinsky, Max H. Bazerman
Contributors: Schweitzer, Maurice E.; Galinsky, Adam D., 1969-; Bazerman, Max H.; Harvard Business School
Series: Working paper / Harvard Business School -- 09-083; Working paper (Harvard Business School) -- 09-083
Publisher: Harvard Business School
Published: 2009
Place of publication: Boston]
Language: eng
Number of pages: 28
Description: Goal setting is one of the most replicated and influential paradigms in the management literature. Hundreds of studies conducted in numerous countries and contexts have consistently demonstrated that setting specific, challenging goals can powerfully drive behavior and boost performance. Advocates of goal setting have had a substantial impact on research, management education, and management practice. In this article, we argue that the beneficial effects of goal setting have been overstated and that systematic harm caused by goal setting has been largely ignored. We identify specific side effects associated with goal setting, including a narrow focus that neglects non-goal areas, a rise in unethical behavior, distorted risk preferences, corrosion of organizational culture, and reduced intrinsic motivation.
Notes: "January 2009"--Publisher's website.

Includes bibliographical references.