For example, workers tend to lose their focus on learning new skills in favor of using tried-and-true methods to meet their quotas. The paper cites a study of New York City cabdrivers who found that on rainy days, taxis tended to disappear from the congested streets because drivers met their fare target early in the day and went home, rather than working longer hours to make additional income.
They keep thinking that the next promotion, the new car, the salary raise, etc. Their work appears in the February issue of the Academy of Management Perspectives. Critics of No Child Left Behind say the program forces teachers Goals gone wild focus narrowly on what will be asked on those tests, ignoring other critical skills.
This can happen in a number of ways — such as the safety shortcuts at Ford or the bilking of auto-repair customers at Sears. Bazerman from the Harvard Business School.
They also make the case that much more research — and more skepticism — is needed about the practice of goal setting. Likewise, too many goals have what the authors consider an inappropriate time horizon. In practice, many domains are ill suited for goal setting.
Unethical behavior is one of the more obvious pitfalls of overly ambitious goal setting, with potentially some of the most catastrophic consequences. The rush to roll out the Pinto had lethal consequences. A typical problem is the sacrifice of quality in the interest of quantity, they note, citing the example of universities that require tenured professors to publish a certain number of research papers in particular journals, but without careful scrutiny of the quality of the work.
The best-known example of this problem comes from the U. In addition, companies that set targets for individual workers can create a culture of competition in which workers tend to shun teamwork in problem solving.
Goals that are too specific often lead employees to develop such a narrow focus that they fail to recognize obvious problems unrelated to the target. When things go wrong — for example, following the collapse of an Enron — we tend to blame specific individuals rather than look at the broader culture established by top managers.
Faced for the first time with competition from low-cost, high-mileage foreign imports, Iacocca set a specific target: The irony, says Schweitzer, is that a lot of this specific goal setting is unnecessary.
To us, our work is interesting and meaningful, but we tend to think that other people come to work because of money. They refer to the well-known example of managers who are pressured to meet quarterly earnings goals, causing them to ignore long-term strategic problems.
It is very difficult to monitor education, and this program narrows the focus of teachers in a domain that requires cooperation, innovation, broad thinking, high ethical standards and, we would hope, intrinsic motivation. This lesson, however, has not been absorbed by corporate America.
Arguably the best-known example is the federal education program known as No Child Left Behind that was enacted in ; it links government aid to highly specific performance targets for students based upon standardized test scores.
Research has shown that employees have a stronger intrinsic motivation to do a good job than their managers tend to give them credit for. Schweitzer and his co-authors identify a series of problems that they say are linked to the overuse of goal setting, especially when the targets are either too specific or too challenging.
One famous case that Schweitzer and his co-authors relate is the storied collapse of the energy-trading giant Enron. Indeed, executives and business experts in those cases frequently failed to realize the prominent role that overly ambitious targets played in causing the eventual problem.It was a valuable lesson about the hazards of setting goals.
In pursuit of such mandates, employees will ignore sound business practices, risk the company’s reputation and violate ethical standards. The paper, “Goals Gone Wild: The Systematic Side Effects of Over-Prescribing Goal Setting” is authored by Lisa D.
Ordonez, This discussion was held at the 3 day executive education workshop for senior executives at the Program on Negotiation at Harvard Law School. The latest Tweets from GoalsGoneWild (@Goals_Gone_Wild). football of all varieties. drift into music and politics from time to time.
still owe money to the money I. Goals Gone Wild! and millions of other books are available for Amazon Kindle. Learn more Enter your mobile number or email address below and we'll send you a link to download the free Kindle App.5/5(5). Goals Gone Wild authors state, “The goal of setting the right goals is itself a challenging affair (p.
14).” I encourage you to approach this year and your goals with less hurriedness, more appreciation for each step (even the steps back because learning) and to maintain curiosity for the evolution and expansion of the possibilities. Goals Gone Wild 5 setting (Latham & Locke, ), we argue that the harmful side effects of goal setting are far more serious and systematic than prior work has acknowledged.Download