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Related Experiment Videos

Demand better results--and get them.

R H Schaffer

    Harvard Business Review
    |February 8, 1991
    PubMed
    Summary
    This summary is machine-generated.

    Most organizations underachieve potential because executives avoid setting high performance expectations. Establishing clear, achievable goals and ensuring accountability drives results and fosters a positive work environment.

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    Area of Science:

    • Management Science
    • Organizational Behavior

    Background:

    • Many organizations fail to reach their full productivity potential.
    • This is often attributed to senior executives' reluctance to set demanding performance expectations.

    Observation:

    • Executives may avoid setting high expectations due to the perceived risks and potential for resistance.
    • Managers might rationalize underachievement or rely on indirect methods like incentive plans instead of direct accountability.

    Findings:

    • The key to improving performance is setting specific, measurable goals for important problems.
    • Successive, well-supported ambitious demands, coupled with top-down persistence and controls, are crucial.
    • Recognizing achievements transforms expectations and fosters a results-oriented environment.

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    Implications:

    • Developing the skill of establishing high expectations is critical for managerial effectiveness.
    • Organizations that foster a culture of accountability and recognize genuine achievement are more likely to succeed.