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Bite-sized Chunks

April 16, 2024
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Warrick Long

Recent research [READ IT HERE] conducted by Aneesh Rai, Edward Chang, Marissa Sharif, Katy Milkman, and Angela Duckworth underscores the effectiveness of breaking down large goals into smaller, more manageable subgoals to achieve long-term success. By encouraging volunteers at Crisis Text Line (CTL) to focus on short-term targets, such as volunteering 4 hours weekly or 8 hours biweekly, the study observed a significant increase in volunteering hours, highlighting the potency of subgoal framing in driving goal attainment.

The study's implications extend beyond individual endeavors to organizational contexts, where implementing subgoal strategies could yield substantial benefits. For instance, if CTL were to adopt the most effective approach across all volunteers, it could potentially gain an estimated 19,900 additional hours of volunteering, offering a cost-effective means of enhancing organizational outcomes.

Furthermore, breaking down big goals into smaller ones not only enhances progress but also mitigates procrastination by creating more frequent and immediate deadlines. This approach aligns with previous research, which suggests that detailed subgoals reduce the likelihood of procrastination by offering clearer milestones and making commitment to the goal more appealing.

However, while setting detailed subgoals offers advantages, it also poses risks, such as diminishing flexibility and increasing the likelihood of setbacks. The study acknowledges the importance of psychological flexibility in goal pursuit, advocating for a balance between micro-goals and adaptability to maintain long-term commitment and progress.

In summary, while subgoal setting can significantly enhance progress and mitigate procrastination, finding the right balance between detailed subgoals and flexibility is crucial for sustained commitment and goal attainment. As organizations and individuals navigate goal-setting processes, they must consider the nuanced interplay between goal specificity and adaptability to optimize outcomes effectively.

About the author: Dr Warrick Long is an experienced chief financial officer, company secretary and company director, having worked for more than 35 years in the not-for-profit sector. From 2013 to 2024, he was part of the Avondale Business School (ABS) lecturing as a leadership and governance specialist and coordinating the Master of Business Administration and a leadership and governance specialist. Since late 2024 Dr Long has been serving as the Chief Financial and Operations Officer for Avondale University and undertaking some casual lecturing in the ABS. LinkedIn

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