Dynamics of multiple-goal pursuit.

Louro, M.J.S.; Pieters, Rik; Zeelenberg, Marcel

doi:10.1037/0022-3514.93.2.174

Cited by 405 publications

(326 citation statements)

References 70 publications

(96 reference statements)

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“…Goal adaptation may be a painful process because people have to admit that their original goals are unattainable, independent of the cause. Informal remarks from our participants support this emotional perspective on goal adaptation at least anecdotally (see also Louro, Pieters, & Zeelenberg, 2007). If, as in previous studies, participants are asked whether they generally have difficulties in disengaging from goals (e.g., Wrosch et al, 2007), they may not think about the negative emotions that accompanied goal disengagement.…”

Section: Discussionmentioning

confidence: 90%

Predictors and Consequences of Daily Goal Adaptation

König

Eerde

Burch

2010

Journal of Personnel Psychology

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Efficient self-regulation has been argued to consist of more than just setting goals and tenaciously pursuing them -it also requires that people adapt their goals to changing circumstances. Although previous studies have already focused on interindividual differences in goal disengagement (one aspect of goal adaptation), so far, no study has looked at predictors and consequences of daily work goal adaptation. As predicted, daily goal adaptation was related to the amount of unplanned tasks and the extent to which the time needed for tasks was underestimated. However, unlike previous research on goal disengagement, daily goal adaptation had a negative (and not a positive) effect on well-being and subjective productivity. It is suggested that the emotional aspect of goal adaptation/goal disengagement needs more research attention. Predictors and Consequences of Daily Goal Adaptation 2 Abstract Efficient self-regulation has been argued to consist of more than just setting goals and

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Section: Discussionmentioning

confidence: 90%

Predictors and Consequences of Daily Goal Adaptation

König

Eerde

Burch

2010

Journal of Personnel Psychology

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“…"), but also that they compare ongoing behavior or the current status of the outcome to that goal (e.g., "where do I currently stand with respect to this goal?"). Monitoring goal progress serves to identify discrepancies between the current and desired state, which enables people to decide how best to allocate effort among salient goals (Carver & Scheier, 1982;Louro et al, 2007), and when and how to exercise restraint or initiate corrective Progress monitoring and goal attainment 33 action (Fishbach et al, 2012;Myrseth & Fishbach, 2009). In light of the present review, we contend that models concerned with specifying the determinants of intentions such as the Theory of Planned Behavior might profitably be extended to integrate the important role of monitoring goal progress.…”

Section: Discussionmentioning

confidence: 99%

Does monitoring goal progress promote goal attainment? A meta-analysis of the experimental evidence.

Harkin

Webb

Chang

et al. 2016

Psychological Bulletin

394

228

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Progress monitoring and goal attainment 2 AbstractControl Theory and other frameworks for understanding self-regulation suggest that monitoring goal progress is a crucial process that intervenes between setting and attaining a goal, and helps to ensure that goals are translated into action. However, the impact of progress monitoring interventions on rates of behavioral performance and goal attainment has yet to be quantified. A systematic literature search identified 138 studies (N = 19,951) that randomly allocated participants to an intervention designed to promote monitoring of goal progress versus a control condition. All studies reported the effects of the treatment on Moderation tests revealed that progress monitoring had larger effects on goal attainment when the outcomes were reported or made public, and when the information was physically recorded. Taken together, the findings suggest that monitoring goal progress is an effective self-regulation strategy, and that interventions that increase the frequency of progress monitoring are likely to promote behavior change. The present review investigates the impact of monitoring goal progress on rates of goal attainment. Goals are mental representations of desired outcomes (Austin & Vancouver, 1996) -such as to run a marathon or to be happy -and goal intentions are selfinstructions to act towards those outcomes (Sheeran & Webb, 2011;Triandis, 1980). Goal intentions capture both the nature of the set goal (e.g., the number of exercise sessions that one intends to engage in this week) and how committed one is to attaining it (e.g., the strength of one's intention to exercise five times this week). Intentions are the starting point for the willful control of action (Gollwitzer & Moskowitz, 1996). However, evidence indicates that intentions have only a modest impact on performance. A meta-analysis of 47 experimental studies found that a medium-to-large-sized change in intentions had a smallto-medium-sized effect on subsequent behavior (Webb & Sheeran, 2006). Evidence indicates that people who intend to exercise do not necessarily do so (Rhodes & de Bruijn, 2013), that most people want to be happier than they are (Oishi, Diener, & Lucas, 2007), and that it has become almost as traditional to fail to achieve New Year's resolutions as it is to form them in the first place (Marlatt & Kaplan, 1972;Norcross & Vangarelli, 1988). In short, forming a goal intention is not, on its own, sufficient to ensure goal attainment (for reviews, see Gollwitzer & Sheeran, 2006;Sheeran, Milne, Webb, & Gollwitzer, 2005;Sheeran & Webb, 2011;Webb, 2006). This 'gap' between intention and action (Sheeran, 2002) has led researchers to investigate which factors determine intention-behavior consistency. For instance, properties of intentions such as temporal stability (Cooke & Sheeran, 2004; Sheeran & Abraham, Progress monitoring and goal attainment 4 2003), the extent of actual control over performance (Sheeran, Trafimow, & Armitage, 2003), and the operation of habits (Neal, Wood, Wu...

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“…Past research on the relation between goal difficulty and goal commitment suggests that difficult goals do not necessarily weaken commitment, but commitment is weakened by the particular conditions associated with executing multiple goals in a finite amount of time (Shah and Kruglanski 2008). That is, commitment falters when people perceive conflict between goals (Donahue et al 1993) or when the expected likelihood of goal success is low (Feather 1982;Louro, Pieters, and Zeelenberg 2007;Schmidt and Dolis 2009). In light of this, any activity that draws attention to the conflicts and constraints (e.g., time, attention, energy) involved in executing multiple goals could potentially undermine commitment-including planning itself.…”

Section: Conceptual Developmentmentioning

confidence: 99%