| Over the years much has been written on the subject | | | | will try to ensure that the quality doesn't drop but it is |
| of goal setting with most conventional wisdom coming | | | | unlikely that they will go out of their way to ensure |
| down in favour of the SMART objective setting | | | | quality improves. |
| process. | | | | Interest in a subject can be generated through |
| SMART (Specific, Measurable, Achievable, Realistic, | | | | corporate reward, however it is rare that this happens |
| Timebound) has been around since the 1960's and is | | | | as, like the personal side of objective setting, it is |
| used by organisations to create effective objectives | | | | outsise the SMART model. |
| for themselves and their staff. In fact the SMART | | | | PRISM - the lighter side of objective setting |
| objective setting process is taught on many | | | | The SMART model is good and has served for a long |
| management training programs as the right way to set | | | | time, however in todays modern society, with vast |
| objectives in any situation. | | | | tranches of the working population becoming |
| There is, however, a slight failing with the whole idea | | | | dissatisfied with their lot a new approach to coporate |
| around SMART objectives which is, to be fair, not a | | | | oblective setting is required. |
| problem with the process but the wider context in | | | | The PRISM model covers all 5 points of the old |
| which goals are set. All too often organisations set | | | | SMART process and adds 2 more. PRISM is an |
| objectives for their staff only to find that in the final | | | | acronym for Personal, Realistic, Interesting, Specific and |
| analysis that very few have been achieved or even | | | | Measurable. |
| attempted. | | | | Does this mean that PRISM objectives are not |
| So, what is the problem with this approach to | | | | Achievable and Timebound? Not at all, in the PRISM |
| objectives, and why do they so often fail to capture | | | | model for an objective to be truly Realistic by definition |
| the imagination of employees? The SMART model is | | | | it has to be Achievable, if it is not achievable then it isn't |
| missing two very important elements that will nearly | | | | and could never really be realistic. |
| always sabotage the take up of any objectives. | | | | As for the time element of the objective this is |
| WII-FM | | | | covered by measurable. In a science experiment for |
| Often when organisations impose objectives on their | | | | something to be measurable it needs a start and an |
| staff the initial question that will be raised is 'What's In It | | | | end, in life the same applies, if an objective is to be |
| For Me?' and in fact this is a perfectly valid question. A | | | | measured it has to be measured against time as well |
| goal or objective whether at the corporate or personal | | | | as any other measure, so in the PRISM model |
| level must be something that is a personal objective. It | | | | Measurable means against all criteria and not splitting |
| needs to be initiated, understood and bought-in to the | | | | out the time elements. |
| individual for whom it is a goal. | | | | It's all Me, Me, Me |
| High level corporate objectives by their very nature | | | | The PRISM model doesn't profess to be the ultimate |
| are impersonal and as such there is rarely significant | | | | solution for corporate goal setting woes however the |
| buy in from employees. Even objectives that are tied | | | | addition of the personal and interest features into the |
| in to personal rewards (such as a bonus) do not have | | | | process will add new dimension to the objective |
| a high buy in factor if they are too impersonal. There | | | | setting process and will guarantee that the objective |
| needs to be a sense of 'I can make a difference to | | | | has a considerably higher take up than those set with |
| this' at a personal level for it to really be taken up by | | | | the SMART model. |
| staff. | | | | Corporate goals do not have to be faceless and force |
| It can be often be difficult with corporate objectives | | | | fed onto the workforce, by making any objective |
| around profitability and growth to make these personal, | | | | Personal to the individual and of Interest (with or |
| and rightly so. These are corporate, high level | | | | without reward) then your chances of actually attaining |
| objectives and unless an individual is tied in to them in | | | | it will dramatically increase. |
| some way (as a shareholder for example) then any | | | | So, next time there is a strategy session and the |
| attempt to cascade these down to lower levels will fail. | | | | subject of goals appears, just ask yourself 2 questions, |
| The WII-FM issue is for the most part the highest | | | | 'What does it do for me?' and 'Just how interested am |
| motivator for an individual and a truly effective goal | | | | I in this?', if you can't answer those then perhaps, just |
| setting strategy takes this into account. | | | | perhaps, you need to rethink your goals. |
| Fascinating Captain | | | | More information regarding staff performance, the |
| The other and equally important theme missing from | | | | PRISM© Goal Setting System and additional tools |
| the SMART objective setting process is that of | | | | for improving organisational management can be found |
| interest. For a goal to be really effective and attained it | | | | at |
| needs to be interesting, exciting and something the | | | | L Stuart Avery 2005 © Achieving Greatness Ltd. |
| individual can get passionate about. | | | | All rights reserved. |
| Too many goals, especially corporate ones, are lacking | | | | PERMISSION TO REPUBLISH: This article may be |
| in the area of being interesting. For example, an | | | | republished in newsletters and on web sites provided |
| objective on quality will only be pursued by someone | | | | attribution is provided to the author, and it appears with |
| who believes that quality is of interest, for those people | | | | the included copyright, resource box and live web site |
| who believe it to be important (but not interesting) they | | | | link. |