Back to Management blogA Harvard Business School working paper — more specifically, its witty title — has just made me smile.
‘Goals Gone Wild: The Systematic Side Effects of Over-Prescribing Goal Setting’ examines how employees do stupid things when their bosses tell them to focus on excessively narrow and demanding targets.
It features a useful ten-point checklist for managers to consult before they set goals for others. I paraphrase:
- Are the goals too specific?
- Are they too challenging and what happens if they are not met?
- Who sets the goals and is the employee adequately involved?
- Is the time horizon appropriate or does it foster short-termism?
- How might the goals influence risk-taking and what are the acceptable associated risks?
- How might the goals promote unethical behaviour and what safeguards are in place?
- Can they be tailored to individuals while remaining fair?
- How will they affect the organisation’s culture? Are team goals more appropriate?
- Do affected staff have an intrinsic as well as extrinsic motivation?
- Would learning, rather than performance, be a better target?
Further viewing: the FT’s recent series of managerial psychology video lectures by Nick Epley of Chicago Booth business school, particularly the third lecture on motivating staff.
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Lucy Kellaway, FT columnist and associate editor, offers her solution to your workplace problems in a column in the Financial Times. In the 
