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Use when designing goal-setting frameworks (OKRs, SMART, Locke-Latham) — covers cadence, level integration, and common failures.
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Baseado na classificação ocupacional SOC
| name | goal-setting-okrs |
| description | Use when designing goal-setting frameworks (OKRs, SMART, Locke-Latham) — covers cadence, level integration, and common failures. |
Edwin Locke and Gary Latham, decades of research: specific, difficult, accepted goals outperform "do your best" goals on simple-to-moderately-complex tasks. For complex creative tasks, goals have nuanced effects — they can narrow attention and reduce exploration if poorly framed.
Effective goals are:
Originated at Intel (Andy Grove); popularized by Google.
Objective: qualitative, aspirational, time-bounded Key Results: 3–5 measurable outcomes that, if achieved, mean the objective is achieved
Example:
OKRs work when:
Specific / Measurable / Achievable / Relevant / Time-bound. Useful as a checklist; not a complete framework.
Limits:
| Level | Goals |
|---|---|
| Company | 3–5 objectives; aligned to strategy |
| Team | 3–5 OKRs; supports company; team-determined within strategy |
| Individual | 1–3 OKRs; supports team; IC-determined within team |
Cascading goals work when bidirectional: leadership sets direction; teams interpret to local context; individuals choose how to contribute. Pure top-down cascading produces compliance theater.
OKRs should NOT be the rating. They are too gameable, too narrow, and too context-dependent.
Better: OKRs as input to performance discussion. Did the person make progress on what mattered? What did they contribute beyond OKRs? What would have made the goals more useful?
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