The Perils of Goal-Setting
In every local organisation that has come to pay tribute to the new form of evaluation, the practice of goal-setting is considered laudatory, and in fact, the pinnacle of excellence in process management. This is especially prevalent in organisations going for so-called quality awards (which ought to be debunked forthwith).
Last night, I had the opportunity, thanks to a certain elf, to read an article by four academics concerning the perils of goal-setting. These four are from the Eller College of Management, the Wharton School of Business, the Kellogg School of Management, and Harvard Business School. It is an eye-opener, this paper entitled Goals Gone Wild: The Systematic Side Effects of Over-Prescribing Goal-Setting.
Their conclusion is summarised in the form of a 'warning label' which they would like people to use more often. The text on that bright yellow warning label says:
WARNING!
Goals may cause systematic problems in organizations
due to narrowed focus, unethical behavior, increased risk taking,
decreased cooperation, and decreased intrinsic motivation.
Use care when applying goals in your organization.
It immediately put in me in checklist mode. I realised that the organisation I've been looking at is very much like that. And the details in the paper (especially those on page 11, thanks to the elf!) make it very clear where the blame should lie.
Last night, I had the opportunity, thanks to a certain elf, to read an article by four academics concerning the perils of goal-setting. These four are from the Eller College of Management, the Wharton School of Business, the Kellogg School of Management, and Harvard Business School. It is an eye-opener, this paper entitled Goals Gone Wild: The Systematic Side Effects of Over-Prescribing Goal-Setting.
Their conclusion is summarised in the form of a 'warning label' which they would like people to use more often. The text on that bright yellow warning label says:
WARNING!
Goals may cause systematic problems in organizations
due to narrowed focus, unethical behavior, increased risk taking,
decreased cooperation, and decreased intrinsic motivation.
Use care when applying goals in your organization.
It immediately put in me in checklist mode. I realised that the organisation I've been looking at is very much like that. And the details in the paper (especially those on page 11, thanks to the elf!) make it very clear where the blame should lie.
Labels: Administration, Institutions, Management, Organisations
etched with acid at 2:07:00 pm
2 Comments:
but what is the alternative. No goals at all? That would be disastrous.. Or creative chaos as some people like to call it. Surely there must be a middle ground?
Sigh, Augie, the point of the paper is the effects of OVER-PRESCRIBING goals, not just using them!
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