28 Pages Posted: 23 Jan 2009 Last revised: 8 May 2012
Date Written: January 23, 2009
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. Rather than dispensing goal setting as a benign, over-the-counter treatment for motivation, managers and scholars need to conceptualize goal setting as a prescription-strength medication that requires careful dosing, consideration of harmful side effects, and close supervision. We offer a warning label to accompany the practice of setting goals.
Suggested Citation: Suggested Citation
Ordonez, Lisa D. and Schweitzer, Maurice E. and Galinsky, Adam D. and Bazerman, Max H., Goals Gone Wild: The Systematic Side Effects of Over-Prescribing Goal Setting (January 23, 2009). Harvard Business School NOM Unit Working Paper No. 09-083. Available at SSRN: https://ssrn.com/abstract=1332071 or http://dx.doi.org/10.2139/ssrn.1332071
By Amy Hutton