Ir was in the early 1950’s when the concept of “management by objectives” was introduced by Peter Drucker. The idea was that the boss would agree a set of goals for the year with each subordinate and then review the performance against these goals. Managers also learned about the acronym SMART for goal setting meaning goals had to be specific, measurable, achievable, realistic and time-bound. This methodology of goal setting has become so established that few managers have actually questioned if this approach works.
You go shopping for office clothes – and end up with three casual shirts and two pairs of jeans you just knew you wanted. You decide to go for a salad and soup meal and end up in an expensive restaurant with an impressive menu and end up ordering much more than you can eat. None of these incidents is unusual, but as time passes, your choices amount to a mounting and consistent trade off: You’re choosing pleasure now in exchange for some possible financial discomfort in the future.
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