Mission impossible? The paradoxes of stretch goal setting

Pina e Cunha, M; Giustiniano, L; Rego, A; Clegg, S

Mission impossible? The paradoxes of stretch goal setting

Pina e Cunha, M Giustiniano, L Rego, A Clegg, S

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Publication Type:: Journal Article
Citation:: Management Learning, 2017, 48 (2), pp. 140 - 157
Issue Date:: 2017-04-01

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Field	Value	Language
dc.contributor.author	Pina e Cunha, M	en_US
dc.contributor.author	Giustiniano, L	en_US
dc.contributor.author	Rego, A	en_US
dc.contributor.author	Clegg, S https://orcid.org/0000-0001-6083-4283	en_US
dc.date.available	2020-05-25T19:23:11Z
dc.date.issued	2017-04-01	en_US
dc.identifier.citation	Management Learning, 2017, 48 (2), pp. 140 - 157	en_US
dc.identifier.issn	1350-5076	en_US
dc.identifier.uri	http://hdl.handle.net/10453/67714
dc.description.abstract	© 2016, © The Author(s) 2016. Stretch goal setting is a process involving multiple and nested paradoxes. The paradoxical side of stretch is attractive because it holds great promise yet dangerous because it triggers processes that are hard to control. Paradoxes are not readily managed by assuming a linear relation between the here and now and the intended future perfect. Before adopting stretch goal setting, managers should thus be prepared for the tensions and contradictions created by nested or interwoven paradoxes. Achieving stretch goals can be as difficult for the managers seeking to direct the process as for designated delegates. While the increasing popularity of stretch goal setting is understandable, its unexpected consequences must be taken into account. The inadequate use of stretch goals can jeopardize the social sustainability of organizations as well as their societal support systems.	en_US
dc.relation.ispartof	Management Learning	en_US
dc.relation.isbasedon	10.1177/1350507616664289	en_US
dc.subject.classification	Business & Management	en_US
dc.title	Mission impossible? The paradoxes of stretch goal setting	en_US
dc.type	Journal Article
utslib.citation.volume	2	en_US
utslib.citation.volume	48	en_US
utslib.for	1302 Curriculum and Pedagogy	en_US
utslib.for	1503 Business and Management	en_US
pubs.embargo.period	Not known	en_US
pubs.organisational-group	/University of Technology Sydney
pubs.organisational-group	/University of Technology Sydney/Faculty of Business
pubs.organisational-group	/University of Technology Sydney/Faculty of Business/Management Discipline
utslib.copyright.status	open_access
pubs.issue	2	en_US
pubs.publication-status	Published	en_US
pubs.volume	48	en_US

Abstract:

© 2016, © The Author(s) 2016. Stretch goal setting is a process involving multiple and nested paradoxes. The paradoxical side of stretch is attractive because it holds great promise yet dangerous because it triggers processes that are hard to control. Paradoxes are not readily managed by assuming a linear relation between the here and now and the intended future perfect. Before adopting stretch goal setting, managers should thus be prepared for the tensions and contradictions created by nested or interwoven paradoxes. Achieving stretch goals can be as difficult for the managers seeking to direct the process as for designated delegates. While the increasing popularity of stretch goal setting is understandable, its unexpected consequences must be taken into account. The inadequate use of stretch goals can jeopardize the social sustainability of organizations as well as their societal support systems.

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http://hdl.handle.net/10453/67714