Goals
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The design of organisations and products
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Have SMART goals, will travel
Why goals aren’t such a good thing:
- They are a proxy: Goals tend to be a proxy or a second-order derivative of an idealised state: “getting down to 70kg” rather than “becoming healthy, funny and physically appealing” — which is most likely what you really want. And, as with all Greek tragedies one can attain the proxy without achieving the end state it is intended to achieve — you starve yourself, you may attain 70 kg but have bad breath, a waxen complexion and liver disease.
- Working hypothesis: the ironies implicit in mythological fortune telling is that “fortunes” are goals and not mental states. So Macbeth indeed becomes King, but it isn’t the experience he had in mind. Might Macbeth have found self-fulfilment without actually being king? A happy grandfather, respected by the royal court?
- They are fixed in a changing world: Goals commit you to an outcome which might make sense now, but if circumstances unfold in an unexpected ways, might seem suddenly less sensible. But the one thing we know about the future with certainty is that it is not certain. Circumstances do unfold in unexpected ways. Pre-ordained goals are a feature of a complicated world, not a complex one. Who knew, when they set their goals for 2020, that the world would be gripped by a pandemic for ten months of the year? As we look out to 2021, how long will the pandemic last? Should I set my goal assuming it does, or does not?
- SMART is all about legibility. And legibility is not where it’s at. Why should your target be measurable, other than because the institution bearing down on you needs some way of assessing it in a binary way.
- how to prioritise multiple goals: you will prioritise the most measurable and the easiest to achieve, even if they aren’t the most important/
See also
- Goals Gone Wild: The Systematic Side Effects of Over-Prescribing Goals Setting (Harvard Business School)
- How to Fail at Almost Everything and Still Win Big — Scott Adams