Goal setting is the starting point of the planning process. Goal setting by rules. Planning and goal setting

1. Technology ( this concept is wider than the concept of methods given in the title of the chapter, maybe move it there?) goal setting in decision making. (maybe this heading should be done by analogy with paragraph 1 of chapter 2.3: Goal-setting: methods and place in decision-making?)

2.Typology of methods for forming a set of alternatives.

3. Methods for activating creative thinking (m. b. to relate to the topic of the chapter, add: to find new alternatives).

4. Classification methods (add: generating alternatives?).

§1.Technology of goal-setting when making decisions

Goal setting occupies an important place in the process of developing decisions, being one of the most important components of managerial activity, as well as the overall functioning of any management system.

The formation and selection of goals is the next stage of the decision-making process after the stage of problem analysis and diagnosis.

Under goal is understood as the ideal or desired state of the control object or problem situation, the achievement of which is aimed at the decision-making process.

Goals aimed at eliminating a problematic situation can be classified according to a number of grounds.

According to the degree of importance, strategic and tactical goals.

Strategic goals are formed when determining the long-term development of a management object, organization or problem situation, and tactical- when solving operational problems of management.

The goals are also different trajectory and point.

Trajectory, or directional targets, define the general direction in which the state of the managed object should change. For example, the goal of “increasing the profit of the enterprise” is trajectory. Point goals are formulated as the desire to achieve a very specific result, for example, to ensure the profit of the enterprise in the current year in the amount of 75 million dollars.

Goals differ by level of hierarchy.

If level 0 target can be considered a general goal, for example, "making a profit", then 1st level goals there will be “introduction of a new product”, “reducing costs”, “improving the skills of employees”. Level 1 goals, in turn, can be represented as a set 2nd level goals.

formulated goals must meet certain requirements:

Complexity. When setting a goal, it is necessary to focus on the future state of the object in all aspects of the problem situation. For example, seeking High Quality products, we must not forget about its price or forget about social aspects the work of the organization.

Consistency. The state of the control object, which the organization seeks to achieve, must be provided by appropriate mechanisms at all stages of management. In other words, when forming the goals, all the constituent elements of the facility management system and the factors of the problem situation necessary to ensure the effective achievement of the goals should be provided.

Consistency. Goals should not contradict each other. If there are competing goals, then the optimal sequence of their implementation must be determined.

 If among the goals of the organization there are conflicting goals (for example, the desire to maximize production and minimize costs), then an effective compromise solution must be found. Such a compromise solution may, for example, be the goal of "maximizing the volume of production at a given level of costs" or "minimizing costs at a given level of production".

Reachability. The state of the control object or problematic situation, to which the decision-making process is directed, should be real in the current situation and the existing trends in its change.

Concreteness. The goal set by the decision maker should not be vague, but should involve certain management actions for its implementation.

Flexibility. The goal should be formed in such a way that it remains possible to adjust it in case of changes in internal and external conditions.

Acceptability. The formed organizational goals should be acceptable for the main subjects that determine the activities of the organization and the functioning of the management object, as well as for those who have to ensure the achievement of the goals.

Hierarchy. Hierarchy in goal-setting when making a decision is determined by the subordination, deployability and mutual usefulness of goals. 43

subordination goals is determined by the hierarchical construction of systems, as well as the presence of a hierarchy in time and importance (significance). The goals of subsystems of a higher level determine the goals of subsystems of a lower level. Therefore, management goals are formed sequentially from top to bottom, starting with the goals of the entire system and ending with the goals of its individual elements.

Deployability consists in the fact that each goal of this level is divided into subgoals of a lower level.

 For example, the goals of the administration of the municipality are deployed in the goals of the areas of management of the administration (social, urban planning and architecture, financial, organizational, etc.), the goals of the areas of management - in the goals of individual structural units (health committee, city property management committee, committee for protection environment etc.).

Relative importance goals lies in the fact that the goals of the same level have different meanings for achieving the goal of a higher level. This allows you to rank goals in order of importance, to quantify their relative importance through the coefficient of significance.

The properties of the hierarchy of goals are reflected in the most important method of structuring goals - the tree of goals.

Goal tree method- a method of logical structuring of goals, aimed at establishing a complete set of goals for eliminating a problem situation, consisting of a general goal and subgoals that implement it. At the same time, subgoals should reflect the final desired states of all areas of the functioning of the object of study.

Building a tree of goals begins with the formation of the main goal. Each higher level goal can be represented as an independent system that includes lower level goals (subgoals) as its elements. In this case, it is necessary to establish the complete composition of subgoals. The goal of the first level can be divided into goals of the second and subsequent levels (Fig. 2.2.1.).

Rice. 2.2.1. - goal tree

Each of the subgoals can be decomposed into component goals in such a way that the direct product (conjunction ("and" logic) of these subgoals determines the higher goal. Thus, it is possible to build a logically ordered system of goals, in which the goals of the lower level can also be considered as means to achieve the goals of the higher level.

The tool by which the systematization and ordering of the goals of the system is carried out with the display of their internal interconnection and logical relationships is a structural model in which the original concept is decomposed into a multi-level hierarchy of its constituent elements.

The hierarchical structure of goals makes it possible to reflect, using a deductive-logical model, the entire range of tasks that need to be solved to achieve the general goal, gradually detailing them and moving on to systems, subsystems and elements. Table 2.2.1. the interrelation of levels of planning and the purposes is shown.

 Table 2.2.1. – Relationship between planning levels and the goal tree 44

planning level	Goal level	Characteristics of goals
1.Goals and objectives	0 - the goal of solving the problem 1 - the main areas of goal realization 2 - tasks	Commercial, social, political purposes The main directions for the implementation of the goal Main tasks
2.Means		Ways and solutions
3. Elements of means to achieve goals	5 – activities that ensure the execution of tasks 6 - elementary actions	Complexes and single actions

The use of goal trees can be found in the PATTERN methods, the Glushkov predictive graph, they are the basis of the program-target approach. A SWOT analysis and a SWOT analysis matrix allows you to correctly identify the goals of various levels.

Building a "tree of goals" includes 2 stages:

Schematic representation of the process of decomposing the general goal into subgoals (actually building a "tree of goals");

Subsequent quantification of the relative importance of subgoals (the importance of subgoals in relation to each other is assessed at the second and subsequent levels using ranking method).

 When ranking each goal, a serial number is assigned, showing its relative importance in achieving the goal of a higher level. When weighting, the coefficient of significance of each goal is set in fractions of one or as a percentage in relation to the goal of a higher level and in relation to the main goal. The sum of the significance coefficients of the goals of each level should be equal to 1, or 100%.

A sign of the completion of the construction of the tree of goals is the formulation of such goals that are not subject to further decomposition and give the final results determined by the main goal.

The logical continuation of the construction goal tree is an decision Tree, another method of logical structuring at the stage of setting goals and identifying alternatives. As the tasks of the "goal tree" move to specific methods, operations and activities, the goal tree "transforms" into a "decision tree".

After determining the most important subgoal by assigning coefficients of relative importance, it becomes obvious which of the subsystems becomes the object of further study and the basis for constructing a "decision tree".

In the most general way, under decision tree understand a schematic representation of the process of making managerial decisions on a specific problem, depicted graphically in the form of a tree structure.

Decision tree method- This is a structuring method aimed at obtaining a detailed list of work that must be performed or a list of decisions that must be made in order for the goals to be achieved. It is a diagram describing the decision making process and the consequences of choosing each of the possible alternatives. It can simultaneously present the probabilities of risks and the costs or benefits of choosing each logical sequence of events and future decisions. If the “goal tree” answers the question “what?”, then the “decision tree” answers the questions “how?” and "how?".

The leading logical principle in building a decision tree is logic "or" (disjunction) or the principle of alternativeness and mutual exclusion in the choice of elements, which means that only one of the most effective, preferred among the elements, detailing the element of a higher level, is accepted for implementation.

The alternative can be complete or partial.

Partial alternative - logic and/or , which is characterized by the presentation at the same level of elements that satisfy the requirements of partial alternativeness and competition.

The decision tree gives an overview of the entire set of decision alternatives and provides a check for its completeness. There are as many decision alternatives as there are branches in the tree. The decision alternatives become more specific as the branching progresses downwards. The principle of branching of solution options is shown in fig. 2.2.2.

Figure 2.2.2. – Decision tree

In the presented decision tree structure, the levels are denoted as follows:

Level P - the purpose of the solution;

Level A – solution alternatives;

Level C - solutions

Level M - specific work and activities.

Thus, a separate group of methods aimed at the formation of options and alternatives of the decision are the methods of "goal tree" and "decision tree". The importance of the goal tree method as a method of goal setting in decision making lies in the fact that this technology is the basis for the subsequent formation of alternative solutions.

 Exercise 1. What is the difference between goal tree and decision tree methods? Select the difference parameters and fill in the table.

It has long been noted that when information is transmitted, its meaning is often distorted, since the same set of information is perceived differently by different people. The root of misunderstanding (when, it would seem, the obvious is not fulfilled or ignored) between the leader and subordinates lies precisely in this: in the inability of people to equally evaluate the same situation. Several goal-setting techniques are designed to reduce the level of such misunderstanding.

The most famous and widespread is the use of the so-called SMART criteria, which the goals must meet.

The abbreviation SMART stands for:

Specific - specific,
Measurable - measurable,
Attainable - achievable,
Relevant - significant,
Time-bounded - designated in time.

Thus, a smart goal should be specific, measurable, meaningful, achievable, and related to a specific time frame.

Specificity means that the result of the formulation of the goal is the answer to the question "what to do?". In setting a goal, there should not be words that do not carry a semantic load (optimal, worthy, etc.). The goal must be formulated in such a way that employees cannot interpret it in their own way.

Measurability implies the existence of criteria that will determine the degree of achievement of the goal. If we are talking about quantitative measurability, it is necessary to operate with numbers, if about quality, the terms of reference should be attached to the formulation of the goal.

In practice, the following criteria are most often used:

• percentages or ratios (when planning and analysis of the previous periods of the company's activity is possible, for example, "an increase in sales by 50%");
• external standards (in situations where you need to get a response "from outside": for example, if the goal is to improve the level of service, then the criterion is the presence of positive customer reviews);
• the frequency of the event (for example, the criterion for the success of an employee's work can be the repeated appeal of clients to him);
• average indicators (for example, if the goal is to maintain work efficiency, standards of similar industries in the industry, quality standards of other companies, etc. are often used as a benchmark for comparison);
• time (when you need to get a result within a certain period, for example, to increase sales by 50% per year);
• prohibitions (a specific criterion: if, for example, the goal of minimizing marriage is set, then its limiting percentage is set);
• compliance with corporate standards (if the company has standards for the performance of work, then the criterion is the performance of work in accordance with a regulatory document);
• approval from management (if a criterion is set - management must approve the results of work, then subordinates will strive for feedback with the boss in the process of its implementation. An example of setting a task: develop a project in two weeks. The criterion is “approve with me”).

To ensure the achievability of goals, the manager must take into account the professional and personal qualities of subordinates, while not lowering the target “bar” and maintaining a fairly intense rhythm of work.

There are several ways to set this bar. The first is a gradual increase: the manager, having slightly raised the “bar”, looks at whether the employee is prepared for higher requirements, and, focusing on the result, moves the “bar” further or not. This option is suitable for beginners (helps to understand what they are capable of), and sometimes for experienced, but not self-confident (gives them the opportunity to gain self-confidence by completing increasingly difficult tasks).

The second option is setting a goal that will require the employee to improve the results of work, which at the moment are still far from his ultimate capabilities. This is suitable for experienced professionals who do not seek to stand out and are not looking for novelty. With this approach, they will not feel oppressed by excessive demands and at the same time will be able to improve their performance.

The third option - setting a goal will require a significant increase in performance, approaching the limiting possibilities. It is suitable for enterprising and experienced employees who want to achieve a promotion and are ready to work harder.

The fourth option is setting a goal that exceeds human capabilities. It is useful for the most ambitious employees.

The significance of the goal is determined by the answer to the question: is it important for achieving higher-level goals? By clearly formulating the answer, the manager will be able to correctly place emphasis when communicating the goal to the employee. For example, a person is assigned to make a report with sales statistics for a product. If you do not explain why this report is needed (for drawing up a portrait of the consumer, analyzing sales dynamics, or for something else), then the manager runs the risk of receiving a document containing unnecessary or incomplete information. In addition, a subordinate will do a better job if he knows why he needs to do it. Therefore, when setting a goal, the leader must establish its connection with the goal of a higher level.

The goal must also be related to a specific deadline - otherwise there is a risk that it will never be achieved. Therefore, when setting a goal, you need to define a deadline, while considering that wording like “complete within 30 days” focuses more on the process than on the result. A more successful option in this case would be, for example, "provide the results by January 1."

A way has been devised to make the company's goals even smarter (SMARTER). The traditional SMART is supplemented by two new criteria to increase the likelihood of achieving the goal, namely:

• Evaluated - each stage in achieving the goal the manager must evaluate, that is, establish feedback;
• Reviewed - the goal should be periodically reviewed and adjusted by the manager based on changes inside and outside the company, for example: in connection with the emergence of new technologies and the death of old ones, the emergence of the next market, changes in consumer tastes, etc.

One minute management

By setting a goal for the employee and formulating the task, the manager has his own vision of the desired result. The employee, on the other hand, forms his own idea of ​​the result, which may differ from the vision of the manager. You can avoid this situation by using feedback from the subordinate - making sure that he understood the task assigned to him the way the leader intended it.

Feedback can be implemented in various ways:

• detailed explanation of the task;
• a conversation with a subordinate, as a result of which he himself explains what, in his opinion, is required of him;
• monitoring the progress of the work;
• intermediate reports of the subordinate on the degree of completion of the task.

M. Winter, C. Blanchard and S. Johnson developed a feedback technology called "one minute management". It consists of three parts:

• setting a “one minute goal”;
• "praise one minute";
• "criticism of one minute".

1. Setting a “goal for one minute” is as follows: you need to determine the goals and ways to achieve them, write down each goal on a separate sheet of paper, while keeping within 250 words, and voice the goal to the subordinate in one minute. In the future, the leader checks every day whether the goal is achieved.

When setting goals, the leader should apply four techniques:

• conducting (the boss himself sets the goal, gives detailed instructions to the subordinate and controls the process of doing the work);
• training (goals are formulated jointly with subordinates, the leader offers them unfamiliar tasks and pushes them to self assessment your work);
• “seconding” (the manager provides the employee with the opportunity to independently formulate the goal and ways to achieve it, only supporting and, if necessary, directing him;
• delegation (the subordinate has all the authority to achieve the goal and bears full responsibility for this).

2. "Praise one minute." Employees are required at the end of each week to provide detailed reports on the work done, successes and difficulties in achieving goals. For subordinates, this is another way to analyze the situation and, perhaps, find new ways to solve problems. And for the manager - feedback from employees. In this case, it should serve as an instrument of praise, and not an indication of shortcomings. Over 87% of employees improve performance after being praised, while 40–50% worsen after being reprimanded. Proper praise has its secrets:

• praise the subordinate immediately after you notice the positive in his work;
• say what exactly he did very well;
• prove with concrete examples that his successful work benefits the whole company;
• encourage the subordinate to continue in the same spirit;
• find words that make the person feel your support.

3. "Reprimand of one minute." If an employee deviates from the intended path when performing work, the manager must intervene and make a remark, while observing the following rules:

• respond to a subordinate's mistake as soon as it is noticed;
• make a remark in private;
• for one mistake to criticize only once;
• give the employee the opportunity to explain himself during the conversation;
• make a remark or reprimand only after checking the facts.

Correct pronunciation consists of two stages.

On the first:

• tell what exactly the subordinate did wrong;
• make it clear what you think about it;
• pause for the subordinate to take in the information.

At the second stage:

• remind the employee how much you appreciate him;
• let him know that this is the end of the reprimand and you will not return to this issue.

Observing the rules of both praise and reprimand, the manager thereby supports the constructive behavior of employees. "Management of one minute" as a technology of targeted management saves the manager's time and motivates employees to creatively solve the tasks.

How to Check if a Goal Meets SMART Criteria

Let's define a goal as a result to be achieved. In practice, goals are formed based on the tasks set. For example, the following tasks were set for enterprises operating in different sectors of the economy by their owners:

1. Increase the profitability of the company.

2. Improve customer service.

3. Improve the management skills of middle managers.

4. Reduce overall operating costs.

5. Expand your customer base.

6. Minimize the amount of scrap and production waste.

These goals determine the direction of development, but are not SMART goals.

What is SMART, really? To begin with, here are examples of goals formulated by the managers of these enterprises based on the above tasks:

1. Reduce the cost of paying for unplanned work.

2. Provide feedback by ensuring that 80% of customer emails are answered within two days of receipt.

3. By the end of September 2006, agree, define and fix in writing three specific tasks for each employee of the unit.

4. Reduce transport costs by 50% compared to the previous year (end of this month).

5. Find more clients.

6. By the end of the year (December 31, 2006) to significantly reduce the volume of production waste.

Now let's see how these goals meet the SMART criteria. The evaluation results are presented in Table 1, where:

x - the goal does not meet this criterion;

v - the goal meets the given criterion;

? It is difficult to say whether the goal meets this criterion.

Universal Involvement

In the 1950s, Peter Drucker formulated the essence of management in this way: management is not a passive response to external impulses, but the development of a company based on setting and achieving goals. He practically embodied his idea in the concept of management by objectives (management by objectives, or MBO). At the time, managers focused primarily on processes and functions, and Drucker's view that management should start with goals and only then move on to functions, processes, and interactions was new and unfamiliar.

The process of management by objectives consists of the following steps:

1. Analysis of trends in the external environment.

2. Setting goals for the entire company.

At the same time, it is necessary to determine what criteria should be followed in choosing goals and what resources the organization has.

3. Building a hierarchy of goals.

For all departments of the company, such goals are set so that their implementation leads to the achievement of common goals.

4. Setting individual goals.

Lastly, specific goals are formulated for each employee.

The meaning of MVO is the involvement of all company personnel in the processes of setting and achieving goals. That is why at this stage it is necessary to have feedback from employees in the form of a conversation.

Management by objectives assumes that each employee has a clear understanding of their purpose and its alignment with corporate goals, and not just following the instructions of top management. And managers of all departments or sectors are actively involved in setting the goals of their unit and are responsible for achieving them.

“A goal-based management system should focus efforts,” says MBO proponent Andy Grove of Intel. Goals should be formulated clearly and unambiguously, but there should not be many of them. Trying to focus on all at the same time, it is unlikely that even one will be realized.

Despite the obvious correctness of the concept of management by objectives, its implementation in many companies did not bring the expected results. This is due to the fact that managers often apply only certain elements of this system, ignoring the rest (often as important as the coordination of goals).

In the early 90s, management gurus David Norton and Robert Kaplan developed a new management tool based on MBO, which was included in management theory called the Balanced Scorecard (BSC). It is designed to transform the company's strategy and mission into a system of interrelated indicators, as well as to communicate strategic goals to employees at all levels.

BSC is designed to provide the manager with important information on both financial and non-financial indicators, which gives an objective and comprehensive picture of the company's position in the market. This is the main advantage of BSC over the MBO concept, which focuses only on financial performance.

From words to action

To achieve the formulated goals, it is necessary to develop a concise work plan, which must contain:

• a clear and concise goal;
• indicators (mostly quantitative) by which it will be possible to determine whether the goal has been achieved;
• problems that are likely to arise;
• three to four main steps with a date for their completion;
• the goals of the manager (so that subordinates understand what exactly the goal of the manager is related to their own goals).

After that, you need to think about ways to solve the problems identified in the work plan. For example, the head of the supply department sets a goal: to deliver all packages within the next day after they are received. Since personnel may experience difficulties during the transition to a new system, leading to delays, the work plan should include steps to train new procedures (see Table 1).

How to formulate a goal for a subordinate?

1. Identify the problems facing the company and your department. What processes need to be improved? What knowledge and development of what skills do employees need?
2. Analyze the tasks typically performed by the employee who needs to set the goal.
3. Decide on the desired goal and the action to achieve it.
4. Justify the desirability of this action, evaluate its potential impact, importance and consequences.
5. If necessary, reformulate the action so that it implies an unambiguous desired result.
6. Consider a mechanism for evaluating the results of work.
7. Define the standards that the work must meet. How can you tell if the job is done? What criteria will you rely on: quantitative, qualitative, speed, money?
8. If necessary, reformulate the desired action, supplementing it with achievability criteria.
9. Set a time frame for getting the job done.
10. Define intermediate terms, d - deadlines.
11. Go through all the points again, make adjustments.
12. Communicate the goal to the employee, ask if he understands it and how he evaluates it. If you are formulating a goal for yourself, take an interest in the opinion of your boss.
13. If necessary, start all over again.

Goal setting and management by goals

How to implement MVO in practice? How to avoid mistakes when setting goals? What hinders their achievement? The author of the article gives detailed answers to these questions.

MBO is studied in almost all US business schools and is successfully practiced in leading corporations. It is based on the relationship of commands different levels, hierarchies of goals, standards, norms and reporting. With this management tool, company goals are converted into work orders and sales plans. The work of all employees is coordinated and evaluated by numerical indicators, which are the core and moving goal of traditional management practices. Effective management by objectives is impossible without the following conditions:

1. The goal must be specific.

2. The complexity of the tasks is in the range from medium to high.

3. The employee must perceive the goal.

4. Subordinates receive information about their progress towards the goal through feedback.

5. The situation when the employee participates in the setting of tasks is preferable to the one when the goals are assigned to him.

In practice, the management system is most often represented only by point 1: goals are set according to SMART principles, points 3, 4 and 5 are usually ignored, and point 2 is not considered at all.

Approaches (methods) in management evolve in the same way as organizations: they go through different stages - from the appearance of an idea, its development to bureaucratization, when the meaning of the idea is lost and only tools remain, the essence of which is not captured by the staff, and (due to the fact that to standardize them 100% impossible) there are interpretations that distort the idea itself. Based on Locke's theory, which suggests that a person is more motivated by a goal than satisfaction from achieving it, Peter Drucker proposed a method of management by goals that promotes the definition of goals for subordinates by mutual agreement between them and the leader.

Here is what P. Drucker's plan "Letters from a Manager" to his boss, or, in other words, a subordinate - to his boss, looks like:

• The purpose of the work of the boss (as the subordinate sees it). The purpose of the work of the subordinate (as he sees it).
• Standards applied, in the opinion of the subordinate, to the work performed by him.
• A listing of everything that the author of the letter intends to do to achieve these goals, as well as the main obstacles to achieving these goals in his units.
• What else hinders the achievement of goals.
• What actions of the boss and other employees prevent the author of the letter from achieving goals, which ones help.

Such a letter will serve as the basis for a dialogue between the leader and the subordinate, also called the coordination of expectations. Now let's see how far we have gone from the origins of the theory.

At its worst, MVO looks like this: management develops an annual plan for the company, which includes 5-10 quantitative indicators, based on the principle of “ask for more because you will still get less” or - “Last year we had such and such an increase , let's increase it by so much in this. The indicators are broken up and brought to the departments, and then to each employee. This is where the GIGO principle (garbage in - garbage out, that is, "garbage in - garbage out") comes into play. And how could it be otherwise?

Typical mistakes, or why the method does not work

1. Not there

Not all companies are suitable for this method. It is ineffective if the system needs to quickly respond to changes in the environment, that is, it is not suitable for a proactive, innovative, changing business. By betting on MBOs, people in this business think they are doing the right thing; and this is so, but only from the point of view of the internal goals of the organization. As a result, a false sense of well-being arises, which is fraught with a loss of flexibility and adaptability. Researchers Stowe and Botter noted that the goal of “doing the best you can” (not formulated according to SMART at all) can encourage task adjustment (revision of the problem), while setting a more specific goal is likely to discourage such actions.

2. Not then

At a certain stage of the company's development, at the stage of formalization, this method is very effective. MVO does not work in conditions of chaos and organizational confusion. First of all, it is necessary to establish elementary order, delineate functions, determine the powers and responsibilities of personnel. Management by objectives works when the company's potential is analyzed, including its resources (tangible and intangible), and technologies are standardized.

3. Not with those

Locke's research shows that people who set higher goals for themselves (or who accept higher goals set by others) put in more effort and perform better.

However, not everyone is motivated by the "challenge" - far from everyone. This is due to personal characteristics, as well as human experience. There are data on four types of people: passive (30%): have no goals and are active only when they are told what to do; reactive (50%): react to events but do not initiate change; dreamers (10%): their goals are undefined or unrealistic; active (10%): actively participate in building their lives. And only 3% of the latter correctly set goals. They are also the most successful people. Everyone else needs to be trained, accompanied, controlled, motivated in a different way, etc.

In addition, there is a relationship between the complexity of the goal and the desired outcome. Performance will increase as the goal becomes more complex (provided that the individual perceives the goal and is able to achieve it) until the performance ceiling is reached. In individuals who are not committed to difficult goals, performance is either reduced or low.

4. Wrong

A common stereotype: a person himself must determine the desired goal, strengthen its “focus and brightness”, make it more attractive by all means and, thanks to this, feel a surge of energy necessary to overcome obstacles on the way to the goal. Does not work!

Even an adequately perceived idea of ​​MVO should not be formally implemented. Indeed, in the ideological aspect, this method implies a dialogue between the leader and the subordinate, when they set goals together, and ideally, the employee comes to the leader with his goals and plans for the future. In practice, most often fear is the main motivator in the goal management system. The tougher and more unrealistic the indicators, the greater the fear.

In addition, over-reliance on numbers for the sake of achieving short-term results creates both a certain working culture and morality - an understanding of what is important and what is not. Employees are too busy executing the plan to have time to think about product quality, customer needs and necessary changes in work processes. And what is even worse - when numbers are put at the forefront, they begin to be faked, falsified, manipulated, etc.

This approach will bear fruit if all the indicators that affect the efficiency of the company are really taken into account, the possibilities are analyzed, and only on their basis real, not fictitious goals are set. Otherwise, there is a feeling that the goals are taken “from the ceiling”, and this greatly demotivates the staff.

But as?

The main stages of the goal setting process:

• Diagnostics. To determine the readiness of the organization and employees to set goals, you need to answer many questions. Is the management of the organization adequately structured? Are duties and responsibilities clearly defined? What management style prevails in the company? Are employees motivated and competent? Do leaders have feedback skills? Are subordinates capable of difficult tasks? Etc.
• Preparation of personnel for setting goals by intensifying horizontal and vertical communication (communication between the manager and subordinates, between employees, on whose interaction the achievement of the result depends); development of training programs aimed at developing the necessary competencies; clear planning.
• The choice of criteria that should be clear to both the manager and subordinates and serve as guidelines for achieving the goal.
• Intermediate check. Regular evaluation of the results already achieved, on the basis of which the formulated goals can be adjusted.
• Final verification of the results obtained in achieving the set goals.

And yet, management is “scientific” creativity, that is, the creation of management approaches in your company based on knowledge, and not tracing paper from the experience of using this knowledge in other companies. Therefore, the so-called "management novelties", as well as "proven approaches" should be perceived through the prism of the needs of your business. In order to avoid stress and conflicts, do not get carried away with particularly managerial innovations. It is better to first understand the essence of the method, its scientific foundations - then you will be insured against blindly following the universal advice of the "management guru".

Common Goal Setting Mistakes

1. Ignoring the strategic goal

In many companies, attention is focused primarily on tactical (financial) goals, while strategic ones are often forgotten.

Examples of tactical goals:

• accelerate profit growth;
• increase profitability;
• increase cash flow.

But the financial future of the organization is provided by strategic goals, and their setting and achievement require a significant investment of time and resources.

Examples of strategic goals:

• increase market share;
• improve the quality of products/services;
• take care of the reputation of the company;
• increase the value of the company.

2. Negative goal statement

This very common mistake is dictated by the property of a person to respond to a problem by escaping from it, and not by eliminating the cause. But a correctly set goal should reflect the movement towards the desired result, and not the desire to run away from the problem. Examples of negative goal setting:

• minimize risks in a certain area of ​​the company's activities;
• reduce the number of late arrivals;
• reduce the number of complaints.

With such goal setting, a large number of prohibitions arise, which often hampers the initiative of employees. As a result, they are afraid to act, so as not to incur the wrath of the leader. Positive wording will help to avoid negative consequences, offering as a goal a desirable prospect for the company, to which it should strive. If the above examples of goals are presented as positive, we get something like this:

• develop and apply a risk management procedure;
• allocate a vehicle for transportation of employees;
• improve product quality.

3. Blurred goal statement

Often there are formulations of goals like “increase efficiency”, “improve labor discipline”, “become the best in the market”, etc. In the minutes of the meeting of one company, the following goal was also recorded: “In connection with the branching of the structure, organize a clearer interaction between departments.” These are unattainable goals. For example, the director of the company set a goal - to establish a rapid exchange of information between the commercial and logistics departments. After some time, their superiors reported that the goal had been achieved. When the director wanted to know what the exchange of information was, it turned out that people simply began to communicate more often.

The leader expected a different result, but since the goal did not meet the SMART criteria (in particular, the criterion for evaluating its achievement was not defined), the subordinates did not know what exactly was expected of them. The director had to formulate a goal, for example, in the following way: to establish an operational exchange of information between the commercial department and the logistics department by providing weekly progress reports to each other in the following form (list what indicators each department should include in its report).

4. Partial application of the concept of management by objectives

As the study shows, the majority of managers consider management by objectives as a tool for assessing personnel, and only 16.6% know that the MBO is primarily intended to align the company's goals at various levels.

However, ignoring any of the aspects of the MBO leads to the fact that all efforts aimed at its implementation are useless.

The reasons for this lie in the following:

• lower-level goals are not clearly defined;
• these goals do not reflect the needs of the company (they are not related to higher-level goals);
• Responsible for each area of ​​work has not been assigned.

To eliminate these causes, the head of the company must coordinate the goals for departments with their leaders, while the practice of setting goals and communicating them to the performers must be eradicated.

5. Officially stated goals do not correspond to reality

It is not uncommon for a manager, while officially declaring certain goals, to ignore them when making managerial decisions. For example, a company may define the goal of its work as follows: “We must love our client,” and the head of one of its departments is not even going to respond to incoming complaints ...

The process of managing any system involves goal setting and planning. In other words, goal setting and decision making.

The basis of planning is goal-setting - this is the definition of exact tasks that ensure movement in a given vector.

Strategic planning is a guideline for these tasks for a specific period of time. There are two stages here:

• Goal definition
• Distribution of available resources

The use of planning allows you to set clear goals. And make decisions in a timely manner using methods that are understandable and appropriate. Also, it is to provide control over the situation.

What is goal planning? What stages does it consist of? What is a plan and what types is it? What are the planning methods? How to plan self-realization? And what are the results of planning?

Goal setting is the definition and setting of goals in any activity.

Goal setting is aimed at increasing the level of vital energy. Still, this is the most powerful motivating factor! Goal setting minimizes or completely eliminates the level of anxiety and reduces uncertainty.

Planning is the main means for consistently identifying the most useful goals and achieving them.

Goal planning is the process of reviewing current activities. Formation of an action plan and optimal allocation of resources to achieve the goal.

The goal planning process consists of the following steps:

1. GOAL SETTING

It is necessary to make the most complete, clear, understandable description of the desired state, the required resources and results.

2. DEFINITION OF THE STRATEGY

At this stage, you need to determine all the necessary actions that are guaranteed to lead to the goal. And their sequence is a strategy.

3. IDENTIFICATION OF NEEDS

The plan must describe the needs. Resources required for the successful completion of all planned activities.

4. DEFINITION OF INDICATORS

To control the process of achieving the goal and determine whether the goal is approaching or moving away. It is necessary to describe its qualitative and quantitative indicators.

5. MATERIALIZATION OF THE RESULTS

The results of all previous stages must be materialized - written down on an external medium, paper, computer. This allows you to see the entire "map" from above, mark the current state and quickly determine the next steps.

Planning and plan

The main purpose of planning is to identify possible actions to achieve the goal. Predicting the consequences and their implementation, as well as choosing the best path to the goal. The result of planning is an action plan.

A plan is a description of the sequence of actions, the conditions for their implementation, the required resources, and the rules for their use. And subgoals, the implementation of which allows you to achieve the goal.

Goal-setting and planning, allows not only to determine the best way to achieve the goal. But also significantly save resources, for example:

• Time - set to only 10 minutes a day for planning. Saves an average of 2 hours when doing the same things;
• Energy is you. only useful things will be done;
• Relationships - distribution of cases between households or delegation;
• Finance - you can visually distribute, income and expenditure of money.

Thus, goal-setting and planning makes it possible to make the process of self-realization consistent. A plan helps to determine the optimal steps for the successful and effective achievement of a life goal.

Main types of plans:

Describe in an abstract way the main results you want to create in your lifetime.

2. STRATEGIC PLANS

These are the most difficult, important and useful goals for self-realization. To achieve them, it may take most of resources, and the results are directly related to the mission of life. For such plans, it is very difficult to predict the timing.

3. TACTICAL PLANS

It is part of a specific strategic plan and depends on it. With such plans, the final result is precisely known. And you can set an approximate implementation period.

4. OPERATIONAL PLANS

These are goals for which both the result and the path of achievement are known. The results of the implementation of these plans provide resources for tactical and strategic purposes. For such plans, fairly precise deadlines can be set.

Goal setting and planning methods

The question is, why do we often fail to achieve our goals? Why do we get something completely different instead of the intended result? The existing methods of goal-setting and planning consider, first of all, the technique of achieving the goal.

Franklin Planning

Many managers and leaders of Western companies successfully use the planning system. The creation of which is attributed to Benjamin Franklin. Those who use this system in practice note that it helps to significantly increase work efficiency. Due to more effective time management, and due to the planning of the work itself.

Unlike systems built on the basis of accounting for the time already spent. Franklin's system is "forward" - it works with what needs to be done. The global task is divided into subtasks, i.e. — into even smaller subtasks.

Visually, this system can be displayed as a stepped pyramid. And the process of its application is like the process of building this pyramid:

HOW DOES THE PYRAMID BUILDING PROCESS LOOK IN PRACTICE?

1. First, we lay the massive base of the pyramid, which serves as a support for all other floors. A person determines his life values ​​(roughly speaking, what he wants from life).

For one, it is material wealth and confidence in the future. The other has a prosperous family, a loving wife and happy children. The third - wants fame and high social status. The fourth is power. For the fifth, knowledge.

The stage of determining life values ​​is the most important in building a pyramid. If a mistake is made at this stage.

For example, a person will choose "knowledge" and "service to people." Although in fact, for him, first of all, “fame” and “high social status” are important. Then, subsequently, disappointment will inevitably befall him.

So, first of all, you need to make a list of life values. Moreover, do not be afraid to spend too much time on this, it is important to think carefully here. Also, you need to make sure that the chosen values ​​do not contradict each other.

2. The next stage is the construction of the second floor of the pyramid, based on the first. Based on the compiled list of values, a person must decide what he wants to achieve.

For example, if someone believes that "fame", "power" and "high social status" are most important to him. He may decide that he wants to be president.

We must set ourselves a global goal. It is important to make sure that the chosen goal really meets all the life values ​​from the previous stage.

3. The third stage of the pyramid builds on the second. A master plan is being drawn up - what, by and large, is necessary to achieve the goal set at the previous stage?

For example, in order to become president. You must first become the governor or mayor of one of the cities. Have party and/or financial support. Be a public speaker.

Have an unblemished reputation. Be a respectable married person. You need to get a higher education in a prestigious educational institution etc. This is how the plan is written. Having set a goal, you should draw up a master plan to achieve the goal.

4. The fourth floor of the pyramid is a long-term (for several years) intermediate plan. With specific goals and specific deadlines. It is very important to indicate which particular point of the master plan contributes to the achievement of this goal.

More importantly, set a specific time frame. For example, if a person plans to become president and knows that for this you need to have a higher education. He may include the following item in his five-year plan.

“By the end of the 20th year, finish with honors Harvard University majoring in sociology and political science. This, firstly, will give me the required higher education. And, secondly, I will be able to make acquaintances with people important to me.

So, you should make a plan for the next 4-5 years. Ask yourself, “What can I do in the coming years to achieve the goals outlined in the master plan?”

In the plan, it is important to specify specific goals and specific deadlines to within a few months. And also indicate which point of the master plan corresponds to the achievement of this goal.

5. Fifth floor - short-term (for a period of several weeks to several months) plan. Looking for a long term plan. You need to ask yourself, “What can I do in the coming weeks or months. To achieve this or that goal?

The points of the long-term plan are broken down into more specific tasks. For example, if the long-term plan is the item: "Graduate from Harvard University."

Then such items will be included in the short-term plan. How - "Submit documents to Harvard University", "Take exam preparation courses", etc.

You should make a plan for a period of 2-3 weeks to 2-3 months. And, as in the previous stage, specify specific dates with an accuracy of several days.

6. Finally, the sixth floor of the pyramid is the plan for the day. It is compiled, as you might guess, on the basis of a short-term plan. Small tasks are solved entirely in one day, larger ones are divided into subtasks.

For example, the task "Submit documents to Harvard University" is divided into such subtasks. How - "Find out what documents and to whom to submit."

"Finish Required documents". “Send documents” and “Make sure documents are received”. Each of the tasks can be assigned to a specific day.

Usually the plan for the day is not drawn up the day before, until the next day. And it consists of a list of various cases. Which had been scheduled for this day over the previous few weeks.

Often, adjustments are also made to it during the day. When making a plan for the day, it is advisable to indicate the time for completion for each task.

Goal setting and activity planning

A life modern man such that you have to "spin" all the time. Therefore, there are always many things that need to be done urgently. How to deal with it?

First of all, it is important to be honest with yourself. Recognize that there is not enough time for everything. But, most likely, you can achieve very good results by doing only a certain part of the things well.

Therefore, you should learn to “sort” things according to the degree of need to complete them, to prioritize. Then, you will be able to choose exactly what things are worth doing in the time available to you.

Eisenhower matrix in planning

The rule proposed by Dwight Eisenhower is a simple aid. Especially for those cases when you need to quickly decide which task to give preference to.

According to this rule, priorities are established according to criteria such as urgency and importance of the case.

The importance of a task is determined by how much the result of its implementation affects your business / work. Urgency refers to how quickly the task needs to be completed.

Depending on the urgency and importance, Eisenhower proposed 4 categories of priority cases:

Eisenhower Matrix

1. Urgent/important matters. These are cases that if, late execution will lead to significant damage to your business. They should be accepted immediately and carried out by yourself.

2. Less urgent/ important tasks. They do not need to be done urgently, they can usually wait. Difficulties here arise when these tasks sooner or later turn into urgent ones.

And must be personally resolved by you as soon as possible. Therefore, double-check the degree of importance and try tasks of this type in whole or in part to entrust to your employees or delegate.

3. Urgent/less important things. Here there is a danger of falling under the "tyranny" of haste. And as a result, completely surrender to the solution of a specific task, because it is urgent.

If the task is not so important, then it should be delegated anyway. Because it does not require any special qualities to perform.

4. Less urgent/less important tasks. Very often, cases of this category settle on a desk, already littered with papers.

If you suddenly start doing these things, forgetting about the tasks of the first category. Then you shouldn't complain about being overworked. Even your subordinates should not be taken for the tasks of this group.

Goal setting and planning technologies

Goal-setting and planning, it is better to use proven technologies. Despite the obvious advantages of SMART technology, it is only effective if it is.

When known initial conditions goal setting is a conscious understanding of the desired image.

SMART technology

The word "smart" in translation from English means "smart". But in relation to this technique, it is an abbreviation. In which each letter is the designation of one of the criteria for setting goals.

S - SPECIFIC - specific

The goal should be, first of all, specific, it should be clear and clearly articulated.

M - MEASURABLE - measurable

In the event that the goal does not have parameters that can be measured. It will be very difficult to determine whether it has been achieved. In other words, it is important to decide what can be the measure of achieving your goal.

A - ACHIEVABLE - achievable

That is, you must have some of your resources, abilities, in order to achieve your goal.

R - REALISTIC - realistic

Achieving your goal must be realistic. It is necessary to objectively evaluate all the resources available for this. If you understand that achieving your goal is not entirely realistic. It is better not to set such a goal or try to break it into subgoals.

T - TIMED (TIME RELATED) - defined in time

In the case when there are no specific deadlines, there is no specific goal. Accordingly, the result will be unclear.

Goal setting and planning: analysis and control

Goal setting and planning, always use successful people. For personal and professional development. In order for the control system to function normally, it must consist of a closed control loop. And include the following items:

• goal setting
• Planning actions and appointing those responsible for their implementation
• Execution of the planned actions
• Result control
• Analysis of the results
• Formation of managerial influence
• Correction of plans (goals)

If this control loop is not established. Then, we can state the fact that you do not have full control. To implement a closed cycle of managing your activities, you need to organize the above chain of management.

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Goal setting is the foundation of your life. And this process affects absolutely all goals. It doesn't matter what it is: study foreign language or the fight against phobias, which are described on https://lifemotivation.ru/. Or maybe you've decided to build a house. In any case, in order to succeed, you will have to adhere to a number of rules. What? How can goal setting help you get what you want?

What is goal setting

The undeniable fact is that all people live differently. But in a global sense, their behavior patterns can be conditionally divided into 2 groups: opportunistic and goal-oriented. In the first case, people go with the flow, adapt to the circumstances, public opinion. In the second, they set goals for themselves and confidently go in their direction.

People from the first group are used to the way they live, do not want to change anything, even if the situation does not suit them. They will worry, become depressed, but will not leave their comfort zone.

The life of purposeful people is just the opposite. They do not go with the flow, but turn it in the right direction. Their main characteristics are success, career advancement, recognition by society.

What is the purpose here, you ask? Goal setting is the process of setting goals in the lives of people belonging to the second group. A person sets one big goal, develops a plan to achieve it, breaks it down into several stages. He also considers possible problems and ways to solve them.

Goal setting is a persistent activity that will eventually lead to the desired result. A person corrects all his actions in order to get what he wants. The main thing is to set a clear, clear goal. This is one of the main mistakes. For example, you can plan to build a house. Desire is good, but blurry. It would be more correct to draw up a project, decide on a place, develop a design, calculate the costs. And so it is with respect to absolutely all goals.

Goal setting process

Goal setting is subject to 10 principles:

1. Any activity is an unconscious need. Sometimes the need for it is built in from the beginning. A good example is breathing or eating. These are basic needs, without which a person cannot live.
2. Every goal has a motive. In its role are conscious needs. At some point, motives begin to compete with each other. At such moments, a person needs to choose one, the most important. Or rank them in order of importance. The one that comes first is called the target.
3. The goal appears after the desire takes on a clear outline. Perhaps at first they will have nothing to do with reality.
4. To select a goal, a person uses internal forecasting mechanisms.
5. The predicted result often differs from the achieved one.
6. Goal setting requires a plan to achieve the goal. But here it is also difficult to predict something with 100% accuracy. Therefore, do not be surprised if difficulties and obstacles appear.
7. In the process of achieving goals, unforeseen circumstances may arise. Therefore, it is impossible to make a perfect plan.
8. Clear goals are highly motivating.
9. The stronger the motivation at the beginning, the more the subjective probability of the goal will be distorted later. It seems to many that if you really want to, you can achieve any goal. However, in reality, this statement only works for short-term desires. In the long run, the situation is much more complicated. The achievement process can cause fatigue and frustration.
10. The closer the goal, the stronger the motivation, the more effort a person makes. In psychology, this phenomenon is called the goal gradient.

So, goal setting is a complex process. It begins with the transformation of desires into well-defined goals. And then their implementation begins.

The relationship of goals and goal setting

How are goals related to each other? The first is the end result. The second is a set of actions that will ultimately help you get what you want.

Conventionally, goals are divided into 3 types:

1. Operational. These are momentary, everyday desires, the satisfaction of which does not require tactics and strategies.
2. Tactical. Goals of the second level. Are implemented by achieving operational. Determined by the values ​​and views of the person.
3. Strategic. The most important goals in life. They show the path that an individual or a group of individuals will follow. Determine the direction of any activity. Achieved through the gradual implementation of operational and tactical goals.

It is noteworthy that over time your goals, both operational and strategic, may change. In psychology, this phenomenon is called plasticity. It is associated with a revision of values, a change in life orientations and priorities, a change in circumstances. At some point, you may want to adjust your action plan or even completely change it.

The connection between goal setting and goals is this: you learn to articulate your desires based on values ​​and preferences. And then, having found motivation and internal energy, develop a strategy and confidently move forward. If something does not work out, then there is an error in the goal-setting process. Perhaps you have not set the goal that you really need.

Planning and goal setting

These 2 concepts complement each other. Setting goals, regardless of their level, requires a plan of action. Only then will you be successful. But remember that planning is conditional. You will not be able to protect yourself from unforeseen circumstances.

A person who has mastered planning skills receives a lot of bonuses:

1. Can focus on what really matters.
2. He knows exactly what needs to be done to achieve certain goals.
3. Knows how to get rid of fears, insecurities, doubts.
4. Has sufficient motivation to move.
5. He understands what decisions will help to achieve what he wants.
6. Uses resources and skills effectively.
7. Gains confidence in doing the right thing.

To get these bonuses, you need to deal with operational goals. Only after satisfying physiological and instinctive needs will you have time to plan for more global tasks. You can focus on self-development, career advancement or achieving material wealth.

Goal setting technologies

A goal, unlike dreams, is not something abstract. This is a very real desire. It is not so difficult to achieve it. Special technologies of the goal-setting process will come to the rescue.

SMART

The decoding of this goal setting method looks like this:

1. specific. The desire must be specific. Describe the end result as accurately as possible.
2. The result must be tangible or measurable. You need to specify in the action plan what you want. Write the amount you plan to earn for a certain period of time, select the brand of car you want to buy. Or give an example to illustrate.
3. Don't set unrealistic goals. They must be visible and accessible. Otherwise, you will face depression.
4. It is important that the goal remains relevant even at the time of its achievement.
5. time bound. Let's achieve the goals of a specific time frame.

By following this technology, you can avoid disappointment. Your desires will be as realistic and achievable as possible. So, in any case, success awaits you.

The Brian Tracy Method

It is also called the Brian Tracy exercise. Take a blank sheet of paper. Write down 10 goals on it as if you have already achieved them. Begin each paragraph with the word "I". Also check the date. For example, write that you have earned your first million by December 31, 2020.

Such records will become a kind of order for the subconscious mind to act in the right direction. Review your goals again. Imagine that you have the opportunity to reach one of them right now. What do you choose? Which of the goals will change your life and help you realize the rest of your desires?

Now you need to make a plan of action. Be sure to mention possible obstacles and unforeseen circumstances. Arrange the actions in order of importance. Start doing them.

Every day think about your goal, visualize it. According to Brian Tracy, if you do something 7 days a week, life will definitely change. So why not start today?

Goal setting technology of Gleb Arkhangelsky

The above methods are effective when the goals are already defined. But it happens, the goal has not yet been found, and the conditions for its implementation are changing at the speed of sound. How to be in such a situation?

1. To set a goal, you need to decide on life values, to consider what areas they influence, to find out the nature of this influence.
2. The goal should not contradict the values ​​and priorities.
3. The process of achieving goals is divided into several levels. Current tasks and needs are always compared with values.
4. Each goal has a specific time frame.
5. Cases are divided into hard and soft. The first are tied to a time or date. The latter are planned taking into account external circumstances.

And one more important detail. Cases and tasks are grouped into strategic, operational, tactical. Each of them is given a limited period of time.

5 Goal Setting Mistakes

Goal-setting, planning, achieving goals are labor-intensive processes. If everything is done correctly, you can achieve what you want, experience satisfaction from it. But sometimes a person tries, makes a lot of efforts, but nothing works out for him. The problem is the wrong goal setting. There are 5 main mistakes:

1. More attention is paid to operational and tactical goals. The strategic ones are relegated to the background. But it is he who determines the direction of movement.
2. Goals are formulated in a negative way. Probably the most common mistake. A person leaves the problem, and does not look for a way to solve it. Imagine a business whose employees are constantly late. One of the goals of the manager is to reduce the number of late arrivals. This is the wrong wording. Ideally, it should look like this: take care of transport to get people to work.
3. The target is not clear. Remember the example of building a house that was mentioned at the beginning? You must specify your desires as much as possible, determine the time to achieve them, the necessary resources.
4. You have set too many goals. More than 24 hours a day you, unfortunately, will not. Therefore, trying to focus on several goals at once will not lead to anything good. Stress, procrastination, depression await you. Set yourself 3 goals. Move confidently in their direction.
5. Don't check the process. Even intermediate goals take time to achieve. If you do not control this process, you will soon lose motivation. Celebrate even small successes every day. This will give you a charge of positive emotions, strength for further movement.

Remember, you are not a stone. Over time, values ​​and priorities change. The same thing happens with goals. Don't be afraid to adjust or even completely change them.

Conclusion

Are you dissatisfied with what is happening in your life and you crave change? Goal setting will help you get them. Specify your desires, draw up an action plan, taking into account the risks and obstacles. And then boldly go forward. Remember, only in this case you can become better than yesterday and today.

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Goal setting is the selection of either one or several goals with the definition of parameters of permissible deviations to control the process of implementing ideas. Often, of course, as a practical awareness of one's own activity by an individual from the standpoint of setting goals and their implementation (achievement) by more profitable means, as the best control over the time resource determined by the activities of the subjects.

Goal setting is a kind of primary stage of management, which involves setting the main goal or a set of goals corresponding to the purpose, strategic instructions (strategic goal setting) and the nature of the tasks to be solved.

Goal setting process

The concept of goal setting is used to name short training sessions that study planning systems, time resource management methods, the result of which will be the achievement of: the ability to plan working time, taking into account the immediate (distant) prospects and the importance of the tasks set; ability to identify optimal solutions; ability to set goals and achieve them.

The process of goal-setting is the starting point in any activity of individuals, since there simply is no goal outside of activity. The principles of goal setting are used in almost all areas of activity.

There are 10 essential moments of the goal-setting process.

1. Unconscious needs underlie any activity. A need is an objective need for something. Needs are often imposed on subjects, that is, they exist independently of the will of the individual. So, for example, a person must breathe, drink and eat in order to live. As a basis, you can take Maslow's hierarchy of needs - from the lowest to the highest.

2. Usually a perceived need is a motive. However, since the individual in the process of life comprehends many different needs, the unified motivational system of the subject is defined as rather complex, contradictory and partially conscious. In psychology, there is a phenomenon called the struggle of motives. This means that motives have a hierarchical system of significance and compete with each other. The most significant or winning motive is the goal. The components of the motivational process are motivations, that is, conscious arguments that prove and explain the significance of the motive.

3. The goal is an objectified desire, that is, the individual's understanding of what he wants. This is a flawless image that distorts reality. As perfect image it is a rather complex complex formation, which consists of their formulations, arguments, forecasts and expectations, fantasies, conjectures, etc. Today, the goal is understood as a conscious and rational phenomenon, but one cannot ignore the emotional-figurative roots that affect how she will be aware.

4. Internal potential prediction mechanisms are used to select the target. An event with a higher degree of subjective probability is more often chosen for staging.

5. The real result with the goal as an internal image and subjective prediction always diverge.

6. The image of the process of achieving the goal and the idea of ​​the resources expended are always included in the image of the goal. Planning is a conscious analysis (clarification) and a written fixation of the steps to achieve the goal and the required resources.

7. Ideas about the ongoing processes and expended implementation resources will always diverge from what is available in reality. Even the most ideal planning combines some errors that have to be corrected in the process.

8. The more clearly and clearly the goal is realized and presented, the more intense the motivational processes for achieving it, as well as the more active in achieving the result.

9. The more intense the motivation at the beginning, the more the subjective potency of the goal will be distorted.

10. In psychology, there is a fairly well-known law of motivation, which is called the goal gradient. It lies in the fact that the closer the individual comes to the result, the more intense the strength of motivation, as well as the activity of activity.

The goal-setting process is quite lengthy and complex. Its complexity lies in the need to transform unconscious desires into a clearly and distinctly formulated goal, in building in the mind a plan of the necessary actions and resources to achieve a result. And the duration of goal-setting is determined by the fact that it does not end only with the choice of a goal at the beginning of the activity. In the course of activity, many inconsistencies appear between the image and the existing results.

The foundations of goal-setting are the key to the realization of desires and ideas.

Goals and goal setting

A goal is what a person seeks to achieve, an object of aspiration, a desired outcome, something that is desirable to realize, but not necessarily achievable.

The goal in philosophy means the idea that the individual seeks to realize. It appears to be a product of conscious activity and will, a subjective form of volitional motivation, but similarly to internal mental phenomena, the concept of goal is transferred to the external objective world.

The goal is an ideal internal anticipation of the results of the activity and the possibilities of achieving it with the help of certain means. So, the goal is interconnected with the aspirations and desires of the individual, with intentions, with ideas of the future, with consciousness and will. That is, it is the basis for any action, deed, and will also be its end result.

Goals are ranked in three levels:

• The first level is the operational goal. These are momentary, everyday goals that are subordinate in relation to tactics. They are rarely defined on their own; rather, they are the concretization of actions in achieving tactical goals.

• The second level is tactical goals. They go beyond the strategic guidelines. Tactical goals specify components such as their value. They, in fact, are steps and tasks that are aimed at achieving the goals of a strategic nature.

• The third level is strategic goals. They are the most significant among other life goals. They determine the path of life progress of a person, a group of people or an organization as a whole. The life of an individual in all its manifestations and life steps determine the strategic goals. They are the guiding factor of any activity.

The nature of personality formation and its variability reflect the properties of goals. These include: depth, their consistency, plasticity, correctness.

The depth of goals lies in their impact on different areas of life and the level of such influence. This property characterizes strategic goals. The degree of interconnectedness and influence on other goals is determined by such a property as consistency.

Over time, any goals undergo transformations - plasticity is responsible for this. Due to the fact that values ​​are formed gradually, the goals of a strategic nature are also undergoing changes.

The consistency between tactical goals and strategic values-goals is determined by such a property as the correctness of goals. Home feature goals is their individuality. Even if they are called the same, each person has certain personal values ​​and subjective meanings for their goals.

Goal setting is the process of setting goals. This process is a kind of creativity. And the higher the level of the goal, the more creative the process will be. At the operational and somewhat tactical levels, the goal-setting process is more associated with analytical thinking and logic, while at the strategic level it is associated with creativity and synthetic thinking.

In order for the goal-setting process to be successful, an individual must know himself well, his leading motives and values, must be creative and strong-willed, and have a good imagination. Structured thinking and logic also play a huge role.

In a general sense, goal setting is a skill that can be trained with proper practice.

The meaning of goal-setting is the manifestation of the existential essence of the individual, i.e. it is a process of actively working out reality. This is one of the basic needs of the individual. Goal setting is aimed at increasing energy levels. This is a powerful self-motivating factor. Goal setting minimizes or completely eliminates the level of anxiety and reduces uncertainty.

But the refusal to set goals can be associated with intrapersonal conflicts, with fears that are caused by the experience of setting goals without achieving them, with a lack of information about personal potential, resources for their movement and achievement.

The principles of goal-setting, developing the structure of goals lie in consistency and interrelation.

Planning and goal setting

The most important things for an individual who strives to achieve success in life are planning and goal setting. After all, to achieve the goal means to win. Successful subjects win, unsuccessful ones try to win. This is the essential difference between targeted and non-targeted actions. First of all, goal setting is a goal that needs to be achieved. It follows from the needs, acquires motivation, and then work directly on the achievement takes place.

The need for goal setting and the formation of plans for the implementation of such goal setting is basic need individual, which distinguishes man and society from animals.

Happiness and satisfaction with the life of an individual depend on competent goal setting.

Luck is a process characterized by regularity, and it begins with a plan. Success can be achieved much faster if there is a strategic plan. In personal strategic planning, goal setting most fully reveals its potential.

Strategic subjective planning contributes to:

• determining the most important directions, finding the purpose and meaning of life;

• making positively charged decisions and improving the future;

• focusing on what really matters;

• achieving the highest results in the shortest possible time;

• a significant increase in the level of productivity of their own actions;

• enjoying a more complete balance, freedom and money;

• elimination of fear, anxiety, uncertainty and doubt;

• more effective use of their own skills and developments;

• improving overall calmness and quality of life;

• more production, which ultimately leads to greater results.

Strategic goal setting is based on the fact that the life of individuals cannot go according to the plan if the plan itself does not exist.

The process of setting goals is inextricably linked to the hierarchy of needs. Maslow's Hierarchy of Needs was created without considering the breakdown according to the levels of its probabilistic implementation. themselves expressed in general forms and only in a specific internal relationship. It follows that the satisfaction of a need of one level can completely close the question of this need. This means that this need will not receive any further development. The movement is directed from the satisfaction of the needs of one level to another. That is, the satisfaction of material needs precedes the need for personal development. However, as practice shows, the satisfaction of one material need entails the emergence of other material needs, and does not necessarily give rise to a need for development.

Thus, Maslow's pyramid can be viewed from the position of a twofold direction of movement, i.e. satisfaction of the needs of one level in the future leads to movement in two directions: the satisfaction of the needs of the same level or the satisfaction of the needs of the next level.

It is this bi-directional movement that is at the heart of goal setting—setting out what needs to be done and planning.

At the same time, goal-setting implies the fulfillment of two tasks. The first is to close the current level of the pyramid and move to the next higher level. The second is to move to a need that is at the analogous level of the next pyramid.

The same situation is with planning: what should be done to move to the next level, and what actions need to be done in order to move to the same level of the next pyramid.

Strategic planning is a systematic, consistent and logical process, which is based on rational (reasonable) thinking. Along with this, it is also the art of forecasting, choosing alternative solutions and research.

Generalized goal-setting depending on the levels of the pyramid involves clarification by a certain person own tasks at the respective levels. For goal-setting, the concretization of the actions of individuals and the planning of movement are implemented.

goal setting lesson

In scientific works, the following definitions of goals are most widely used: an anticipated outcome of an activity, an objective reflection of the future, an individual image of the desired, which is ahead of the reflection of circumstances in the mind of the individual.

In education, the goal is understood as the expected result, i.e. an educational product that needs to be real and specific.

Goal-setting today is the problem of the modern lesson. The foundations of goal-setting are the most important element in achieving successful activity. After all, the way to achieve them and the final outcomes depend on how well the goals are formulated and concretized.

The essence of the problem lies in the substitution of goals, a formal approach, overestimated goals, setting their own goals for teachers.

The substitution of goals lies in the fact that teachers often feel moral satisfaction from what students do in the classroom, and not from the results of the lesson. There is a substitution of learning goals for means of achievement.

The formal approach lies in the vagueness and uncertainty of the goals formulated by the teacher, which leads to a misunderstanding of these goals by students and the teacher himself.

Overestimated goals are, depending on their scale, global and local. Usually, a lesson sets a global goal that cannot be achieved in one lesson. A goal associated with a particular lesson is called a local goal.

Setting personal goals by teachers leads to the fact that students do not set goals on their own, as a result of which they get bored in the classroom.

Goal-setting in pedagogy implies the process of discovering the tasks and goals of subjects educational activities(students and teachers), their disclosure to each other, coordination and achievement.

A goal is what one strives for, what needs to be realized. In the lessons, teaching, personality-forming and educating goals are set. They must be diagnosable (i.e., verifiable using certain means), specific, understandable, conscious, describing the desired result, real, motivating, accurate.

It follows that the purpose of the lesson is its outcome, which is planned to be achieved through the use of didactic, methodological and psychological tricks.

Learning objectives contain the acquisition of knowledge, practical skills and abilities by students.

Educational goals contribute to the development of a positive attitude towards the knowledge system and the learning process itself, the formation of beliefs, ideas, positions, properties and qualities of a person, self-esteem, independence, and the acquisition of experience of normal behavior in any society.

Developing goals (formative) contribute to the formation of special and educational skills, the improvement of thought processes, the formation of the emotional sphere, dialogue, monologue, communicative culture, the implementation of self-esteem and self-control, and in general the development and formation of the personality of the individual.

Goal setting organization

Today, one of the most important problems of today's society is the problem of personal formation. That is, the development of such a person who is not only able to survive in rapidly transforming economic and social circumstances, but also actively influence the existing reality. The main place among the description of the properties of such a person is occupied by a rather relevant ability, which consists in independently setting goals and achieving them using the most appropriate and adequate means. However, along with this, the problem of mechanisms and factors for the formation of goal-setting in the processes of ontogenetic development of the personality in psychological science practically undeveloped.

There is no doubt that an individual is not born immediately with a ready-made ability for individual goal-setting. In the process of subjective development, the formation of goal-setting goes through a number of specific stages. The baby has great potential, but he does not know how to do anything. It is only in the first year of life that he begins to master his body, develops hand movements through manipulations with various objects. And the adult at this time, helping to carry out such manipulations, acts for the baby as a partner for common activities.

By the end of the first year of life, children have actions due to purposefulness, and the ability to find and apply certain means to achieve results is formed. That is, the objective actions of the kids become aimed at obtaining some desired result. As individual experience accumulates, objective actions, built one after the other, begin to become more complex. The motive of such activity belongs to the child, but the goal belongs to the adult.

The development of goal-setting is due to the special role of adults as partners of the child in collective activity, which provides everything the necessary conditions to form its probable possibilities.

Today, various methods, techniques and methods have been developed that develop the ability to set goals and contribute to the isolation of all “I want” true purpose.

Goal-setting training is aimed at developing goal-setting skills in various life areas, assisting in understanding the choice of fundamental goals and determining ways to achieve them, technology, principles and development of goal-setting in general. Goal-setting training teaches the rules for setting goals, SMART technologies, helps to set priorities using situational analysis, etc.

Goal setting methods and goal setting techniques allow you to create effective motivations and good internal states for moving in the right direction, meeting the needs of the individual.

Goal setting technology

So often the question of why individuals do not achieve their goals is intertwined with another - why, instead of the expected result, they get a completely different one. The goal-setting methods that exist today focus mainly on the technology of achieving goals, while not paying enough attention to the main questions: under what circumstances will the value of the formulated goal be preserved, how correctly it should be formulated, how to understand the consistency of the opportunities that are available and the set goal.

The technology of goal-setting lies in the assimilation of the fact that goals differ from dreams and desires in that they contain an image of the desired future in combination with a focus on activities to achieve such a future. Goals involve personal efforts, risks, will, however, in addition to this, there is also a calculation of the potential for their achievement. The main mistake in the implementation of the formed goals is an insufficient assessment of the available resources.

A truly successful and successful subject must master the ability to correctly set goals. Knowing the purpose own life you can start setting short-term goals, for example, for a month, a year or three years.

SMART methodology is designed to help formulate them correctly. Today it is considered the most effective among other methods.

So, goals should have the following characteristics: specificity (Specific); measurability (Measurable); reachability (Achivable); focus on a specific result (Result-oriented); ratio with a certain period, a temporary resource (Timed).

Concreteness (definiteness) lies in the distinctness of the wording. It must be clearly expressed. Otherwise, it is possible to achieve an end result that is significantly different from the planned one. The accuracy of expressions determines the clarity of actions. And this, in turn, is an indispensable condition for their correct execution.

Measurability is the impossibility of tracking the achievement of a result if there are no certain measurable parameters.

The achievability of the goal lies in the fact that they are used as an incentive in solving any problems, therefore, for further movement forward due to the achievement of success. When formulating goals, it must be taken into account that it should under no circumstances lead to growth stressful situations in your own life. It is necessary to formulate relatively complex goals that require effort, but it must be taken into account that they must necessarily be achievable.

Objectives should be characterized in terms of the result, not the work done. With goal setting, the most effective result is achieved in this way. For example, it is possible to define and express a goal that an individual arrives at work an hour earlier, but if the expected result of such an action is not defined, then an extra hour can be spent simply drinking coffee with colleagues and chatting.

Absolutely any goals should be correlated with a certain period of achievement. This means that the goal as a real category must be feasible in a specific time dimension.

For example, “to build a house” is an illiterately formulated goal, and “to build a house by the end of this year” is a more competent wording if the house is not built by the end of the year, therefore, the goal remained unfulfilled, that is, not realized.

Also, perseverance, luck and the use of visualization techniques and the materialization of thoughts help in the implementation of goals.

Mastering the art of competent goal setting is important enough, but not fundamental in obtaining the desired result. For the implementation of the goals, an important factor is that they should not be postponed until tomorrow, next month or next year. Everything needs to be done today according to the plan. In addition to the correct formulation of goals, you need to regularly analyze and record all your achievements. After all, tracking results is an inexhaustible source of inspiration and creativity for new deeds and victories.

Speaker of the Medical and Psychological Center "PsychoMed"