Goals: Factors That Stabilize and Destabilize Goals

Goal stability and change are influenced by a complex interplay of commitment strength, feedback mechanisms, external pressures, cognitive dissonance, and social reinforcement. Understanding these factors allows individuals and organizations to design decision making environments that either reinforce goal persistence or facilitate adaptive goal adjustments when necessary.

This text is part of the series on the design of decision governance. Decision Governance refers to values, principles, practices designed to improve the quality of decisions. Find all texts on decision governance here, including “What is Decision Governance?” here.

Factors That Stabilize Goals

Strong commitment and high perceived value contribute significantly to goal stability. The more an individual identifies with a goal, the more resistant they are to abandoning or altering it (Locke & Latham, 1990). When a goal aligns with intrinsic motivation (Deci & Ryan, 1985), people are more likely to persist in pursuing it, even in the face of setbacks. Commitment to a goal is often reinforced when it holds personal significance or aligns with broader societal objectives. Goal clarity and specificity further enhance stability, as well-defined goals provide a structured path for action. Specific, challenging goals increase motivation and reduce ambiguity, making them less susceptible to abandonment (Dweck & Leggett, 1988; Locke & Latham, 1990). Organizations and individuals who set precise objectives are more likely to maintain consistency in their pursuits.

Positive feedback and perceived progress also reinforce goal persistence. Frequent reinforcement through measurable progress strengthens goal stability (Carver & Scheier, 1982). Incremental successes boost confidence and sustain motivation, reducing the likelihood of goal abandonment. Individuals who track their achievements and witness steady improvements are more inclined to remain committed to their objectives. Social and cultural reinforcement further stabilizes goals. Social norms and identity commitment reinforce goal stability (Tajfel & Turner, 1979). Support from peers, mentors, or organizations creates external accountability, making it harder to deviate from the goal. When a goal is embedded within a cultural or social framework, the likelihood of sustaining it increases, as external validation serves as a continuous motivator.

Goal compatibility and integration with other life priorities also play a crucial role. Goals that align with existing values and priorities are more stable than those that create internal conflict (Sheldon & Elliot, 1999). Harmonized goals, such as professional success that also supports personal well-being, are less likely to be destabilized. Individuals who integrate their goals into a broader life framework experience less friction and are better able to sustain their commitment over time.

Factors That Destabilize Goals

Several factors contribute to goal instability, leading individuals to reassess or abandon their pursuits. Conflicting or competing goals often force prioritization, sometimes leading to the abandonment of less pressing objectives (Luce, 1998). When individuals juggle multiple ambitions, cognitive dissonance arises, creating tension and requiring trade-offs (Festinger, 1957). This internal conflict can weaken commitment to a particular goal if it becomes evident that other goals take precedence. Negative feedback and repeated failure also undermine goal persistence. Persistent failure without signs of progress weakens commitment (Carver & Scheier, 1982). A perceived lack of efficacy leads to disengagement, particularly when individuals believe their efforts will not lead to success (Bandura, 1986). Without tangible progress, individuals may lose motivation and seek alternative paths that offer more attainable outcomes.

Changing external circumstances and environmental shocks can further destabilize goals. Market shifts, economic downturns, technological disruptions, or political changes can make previous goals unrealistic (Powell, Lovallo, & Fox, 2011). External constraints force individuals to reassess feasibility and adapt. Even well-structured and meaningful goals may need revision when external conditions change significantly, making them impractical or irrelevant. Similarly, shifts in personal identity and motivations influence goal continuity. Over time, people reevaluate personal values and motivations, leading to goal reconfiguration (Sheldon & Kasser, 1998). A transition from extrinsic to intrinsic motivation, or vice versa, can alter goal priorities (Deci & Ryan, 1985). As individuals experience personal growth and external influences, their aspirations may shift accordingly.

Social comparison and peer expectations also contribute to goal instability. Upward social comparison, where individuals compare themselves to higher achievers, may lead them to upgrade their goals (Festinger, 1954). Conversely, downward social comparison, where individuals see peers struggle, may reduce confidence and lead to goal abandonment. When social influence shapes goal expectations, individuals may adjust their pursuits to align with perceived success or failure within their peer group. Emotional and psychological factors such as burnout, stress, or disillusionment can erode commitment to long-term goals (Maslach, Schaufeli, & Leiter, 2001). Emotional exhaustion makes goal pursuit feel unattainable, leading to disengagement. Individuals experiencing overwhelming stress may deprioritize their goals to focus on immediate well-being.

References

• Bandura, A. (1986). Social foundations of thought and action: A social cognitive theory. Prentice-Hall.
• Carver, C. S., & Scheier, M. F. (1982). Control theory: A useful conceptual framework for personality-social, clinical, and health psychology. Psychological Bulletin, 92(1), 111-135.
• Deci, E. L., & Ryan, R. M. (1985). Intrinsic motivation and self-determination in human behavior. Springer Science & Business Media.
• Dweck, C. S., & Leggett, E. L. (1988). A social-cognitive approach to motivation and personality. Psychological Review, 95(2), 256-273.
• Festinger, L. (1954). A theory of social comparison processes. Human Relations, 7(2), 117-140.
• Festinger, L. (1957). A theory of cognitive dissonance. Stanford University Press.
• Locke, E. A., & Latham, G. P. (1990). A theory of goal setting and task performance. Prentice Hall.
• Luce, M. F. (1998). Choosing to avoid: Coping with negatively emotion-laden consumer decisions. Journal of Consumer Research, 24(4), 409-433.
• Maslach, C., Schaufeli, W. B., & Leiter, M. P. (2001). Job burnout. Annual Review of Psychology, 52(1), 397-422.
• Powell, T. C., Lovallo, D., & Fox, C. R. (2011). Behavioral strategy. Strategic Management Journal, 32(13), 1369-1386.
• Sheldon, K. M., & Elliot, A. J. (1999). Goal striving, need satisfaction, and longitudinal well-being. Journal of Personality and Social Psychology, 76(3), 482-497.
• Sheldon, K. M., & Kasser, T. (1998). Pursuing personal goals: Skills enable progress, but not all progress is beneficial. Personality and Social Psychology Bulletin, 24(12), 1319-1331.
• Tajfel, H., & Turner, J. C. (1979). An integrative theory of intergroup conflict. The Social Psychology of Intergroup Relations, 33(47), 74.

Decision Governance

This text is part of the series on the design of decision governance. Other texts on the same topic are linked below. This list expands as I add more texts on decision governance.

Introduction to Decision Governance

1. What is Decision Governance?
2. What Is a High Quality Decision?
3. When is Decision Governance Needed?
4. When is Decision Governance Valuable?
5. How Much Decision Governance Is Enough?
6. Are Easy Options the Likely Choice?
7. Can Decision Governance Be a Source of Competitive Advantage?

Stakeholders of Decision Governance 

1. Who Is Responsible for Decision Governance in a Firm?
2. Who are the Stakeholders of Decision Governance?
3. What Interests Do Stakeholders Have in Decision Governance?
4. What the Organizational Chart Says about Decision Governance

Foundations of Decision Governance

1. How to Spot Decisions in the Wild?
2. When Is It Useful to Reify Decisions?
3. Decision Governance Is Interdisciplinary
4. Individual Decision-Making: Common Models in Economics
5. Group Decision-Making: Common Models in Economics
6. Individual Decision-Making: Common Models in Psychology
7. Group Decision-Making: Common Models in Organizational Theory

Role of Explanations in the Design of Decision Governance

1. Explaining Decisions
2. Simple & Intuitive Models of Decision Explanations
3. Max(Utility) from Variety & Taste
4. Expected Uncertainty to Unexpected Utility
5. Perceptiveness & Experience Shape Rapid Choices

Design of Decision Governance

1. The Design Space for Decision Governance
2. Decision Governance Concepts: Situations, Actions, Commitments and Decisions
3. Decision Governance Concepts: Outcomes to Explanations
4. Slow & Complex Decision Governance and Its Consequences

Design Parameters of Decision Governance

Design parameters of decision governance, or factors that influence decision making and that we can influence through decision governance:

• Factors influencing how an individual selects and processes information
• Factors influencing information the individual can gain access to

Factors influencing how an individual selects and processes information in a decision situation, including which information the individual seeks and selects to use:

1. Psychological factors, which are determined by the individual, including their reaction to other factors:
   1. Attention:
      • Attention Depends on Stimuli & Goals
      • Motivated Reasoning: How To Detect And Mitigate Its Risks
   2. Memory:
      • Selective Memory Can Be Desirable
   3. Mood
   4. Emotions:
      • Emotions Mediate Decisions Always and Everywhere
   5. Temporal Distance:
      • Why Perception of Long Term Outcomes Should Be Influenced First?
   6. Social Distance:
      • Increased Social Distance (Over)Simplifies Explanations
   7. Expectations
   8. Uncertainty
   9. Attitude
   10. Values
   11. Goals:
       • Goals: How Goals Shape Decisions
       • Goals: How Goals Form and Change
       • Goals: Factors That Stabilize and Destabilize Goals
       • Goals: Factors Influencing Goal Selection
       • Goals: How to Improve Alignment to a Team Goal
   12. Preferences
   13. Competence
2. Social factors, which are determined by relationships with others:
   1. Impressions Of Others: How They Influence Decisions And How To Regulate Them
   2. Reputation
   3. Social Hierarchies:
      • Social Hierarchies: Why They Matter for Decision Governance
      • Social Hierarchies: Benefits and Limitations in Decision Processes
      • Social Hierarchies: How They Form and Change 
      • Power: Influence on Decision Making and Its Risks
      • Power: Relationship to Psychological Factors in Decision Making
      • Power: Sources of Legitimacy and Implications for Decision Authority
      • Power: Stability and Destabilization of Legitimacy

Factors influencing information the individual can gain access to in a decision situation, and the perception of possible actions the individual can take, and how they can perform these actions:

• Governance factors, which are rules applicable in the given decision situation:
  1. Incentives
     • Incentives: Components of Incentive Mechanisms
     • Incentives: Example of a Common Incentive Mechanism
     • Incentives: Building Out An Incentive Mechanism From Scratch
  2. Rules
     • Rules-in-use
     • Rules-in-form
  3. Institutions
• Technological factors, or tools which influence how information is represented and accessed, among others, and how communication can be done
• Environmental factors, or the physical environment, humans and other organisms that the individual must and can interact with
  1. Detail: Level of Detail Can Influence Probability Estimates

Change of Decision Governance

1. Public Policy and Decision Governance:
   • What is the Role of Public Policy in Decision Governance?
   • Dynamics of Public Policy Development
   • How Does Public Policy Influence Decision-Making?
2. Compliance to Policies:
   • Adapting a Decision Process to Comply with a Policy
   • How a Decision Process Can Create Evidence of Compliance
3. Transformation of Decision Governance
   • Punctuated Equilibrium: How to know if a Decision Process is ready for disruption
   • Policy Windows: What They Are And When They Occur
4. Mechanisms for the Change of Decision Governance
   • Incrementalism: What it is, and when/how to implement it in decision governance
   • Governance Dynamics: Change Driven by Cases and Principles
   • Governance Dynamics: Case-Based Development of Decision Governance