"What executive hasn’t dreamed of transforming an organization by achieving seemingly impossible goals through the sheer force of will? We’re not talking about merely challenging goals. We’re talking about management moon shots—goals that appear unattainable given current practices, skills, and knowledge. In the parlance of the business world, these are often referred to as stretch goals,
Stretch goals are often viewed as truly important sources of individual and organizational motivation and achievement.
“More often than not, [daring] goals can tend to attract the best people and create the most exciting work environments…stretch goals are the building blocks for remarkable achievements in the long term.”
No wonder many executives conclude that stretch goals are a great way to magically resuscitate or transform an ailing innovation strategy.
But that’s not the case. Our research, which we first outlined in a 2011 award-winning Academy of Management Review article with Michael Lawless and Andrew Carton, has shown that stretch goals are not only widely misunderstood but widely misused. Organizations that would most benefit from them seldom employ them, and organizations for which stretch goals are probably not a good strategy often turn to them in a desperate attempt to generate breakthroughs. Neither approach is likely to be successful. This is what we call “the stretch goal paradox.”
So, before launching stretch goals in sales, production, quality, or any other realm, how can you be confident that your grand aspirations will trigger positive attitudes and actions rather than negative ones? When facing radically out-of-the-box opportunities or threats, you can’t just rely on intuition. You need clear guidelines for assessing and addressing risk. You have to know when stretch goals do and do not make sense, and when to employ them rather than set more achievable objectives.
Predicting the Outcome of Stretch Goal Use
Two critical factors consistently seem to determine success at meeting stretch goals. Though they appear straightforward, often managers ignore them or don’t appreciate how they’ll affect a firm’s abilities."
terça-feira, janeiro 10, 2017
Um excelente artigo na HBR de Janeiro de 2017, "The Stretch Goal Paradox". Talvez um dos melhores artigos que li na revista no último ano: