The main goal is the same as in. Goal – what it is and how to achieve it

Emergence of purpose

The emergence of a goal is called setting. There are two main types of goal setting: straight And mediated . In the first case, a goal is first set, then ways to achieve it are determined. In the case of goal mediation, there is some ongoing process. The subject of this process outlines a certain state of the process object, which he defines as satisfying the meaning of the process. This state is then called the goal of the process.

Final and intermediate goal

If a process affecting some object stops when a goal is achieved, then the goal is called ultimate . If not, then intermediate .

In the case of a direct statement of the final goal, several intermediate goals may be identified on the path to achieving it. In the case of indirect setting of the final goal, intermediate goals are identified only occasionally.

In practice, intermediate goals are usually allocated for long-term processes, or processes that have a very strong impact on the quality characteristics of their objects.

In technology

The goal in technology is positive dynamics, changing the current state of something towards improvement, satisfying certain needs or requirements. The measurability of a goal implies that from the description of the goal one can easily determine how much its achievement will improve the current state (with<состояние>before<состояние>).

A goal answers the question “What needs to be achieved?”, and a task answers the question “What actions can this be achieved?” The goal in technology is often mistakenly identified with the task. For example, “the goal is the construction of a new multi-story residential building.” In fact, “construction of a multi-storey residential building” is a task, while the goal is “increasing the well-being of a separate category of citizens.” Example - goals and objectives of creating an automated accounting system:

• The goals of creating an automated accounting system are:

1. promotion accounting accuracy... [with<было>By<стало>];
2. decline costs associated with...;
3. promotion efficiency... + explanation of what efficiency is;

• tasks of creating an automated accounting system:

1. replacement of outdated metering devices with devices that meet modern requirements;
2. automation of the process of measuring the physical quantities taken into account;
3. automation of the process of consolidating data on measured values.

The set of management goals that must be implemented by the management system is determined by both external and internal factors and, in particular, the needs of subject A. There are three types of goals:

In military affairs

Target - the object of use of the weapon, which must be destroyed, damaged (for nuclear weapons - any objects in the affected area; for conventional weapons: equipment, shelters, structures, etc.) or wounded/killed (enemy soldier). Used to impersonally designate an object subject to destruction/damage during hostilities. “Work on a target” - the use of weapons.

In management

The contradiction contained in the concept of goal - the need to be an incentive to action, a “leading reflection”, or a “leading idea”, and at the same time - the material embodiment of this idea, that is, to be achievable, has been manifested since the emergence of this concept.

In managing systems, it is necessary to take into account the contradiction between the goals of the object and the subject of management: on the one hand, the ideal aspiration of the object, reflecting the direction of the self-organization process, on the other hand, the goal of the subject of management (observer), which must be specific and achievable, and the effectiveness of the impact is assessed against it. The more the goal of the subject and the goal of the control object correspond, the more effective the control. For example, to organize a country holiday trip for a work team, its leader needs to put in an order of magnitude less effort than to organize a cleanup day. The contradiction between the goals of the subject and the object of management (a situation where, when a goal is achieved by the object of management, it is impossible to achieve the goal of the subject of management) complicates or makes management impossible. In macroeconomics, for example, the discrepancy between the individual goals of market participants and the goals of society leads to the so-called market fiasco: market mechanisms of self-organization do not work or work poorly in regulating monopolies, creating products for common use, exploiting natural resources, etc. Identification and resolution of contradictions between the goals of the object and the subject of management ensures the development of the system, maximizing the effect from the use of self-organization mechanisms, minimizing costs when solving a management problem, minimizing the management apparatus.

In the concept of “management by objective” (also “result management”), in order to achieve effectiveness when setting a goal (or more precisely, the planned result) is checked according to the criteria of the acronym SMART:

• Specific - specific, definite. The goal "press the button immediately" is not clear, the alternative would be "press the button within 1 second".
• Measurable - measurable. The goal must imply quantitative measurability of the result.
• Achievable - achievable. The goal must be feasible for a specific performer.
• Relevant - appropriate to the context. Achieving the goal must be supported by resources.
• Timed/Time-bounded - tied to a point/time interval. No attachment - no goal (there are dreams).

Russian authors supplement the SMART principle with the property of “connectedness” of the goal. “If you are developing a tree of goals for different areas of the company, the goals need to be linked to each other. For top-level goals, you must answer the question “How can this be solved?” and find a lower-level goal - in this way you contribute to a comprehensive vision of the company’s goals.”

A And R have other decryption options, corresponding to the capabilities of the performer and the availability of resources:

• A: Agreed, Attainable, Assignable, Appropriate, Actionable
• R: Realistic (real), Results, Results-focused/Results-oriented (focused/result-oriented), Resourced.

see also

Notes

1. Dobrokhotov A. L. Purpose // New Philosophical Encyclopedia /; National social-scientific fund; Pred. scientific-ed. Council V. S. Stepin, deputy chairmen: A. A. Guseinov, G. Yu. Semigin, academician. secret A. P. Ogurtsov. - 2nd ed., rev. and additional - M.:

Each person sets goals for himself, to achieve which he takes certain actions. Everyone has their own goals, they can be planned for different periods of life, for different periods and for different reasons.

Achieving a goal for each individual is determined in different ways.

To achieve a goal, a person needs resources, not only material ones.

Fantasy, desire, compliance with the plan, perseverance, confidence - all these are integral parts of the process of achieving a goal.

The desire to achieve results will lead you to the fact that in the near future your dream will become a reality.

Sometimes it seems that your dream is impossible and unattainable. But you just have to think through the path to achieving it, build a strategy and tactics, and also understand what tasks you face, and then everything becomes not so unrealistic.

Goal: what it is, properties and types of goals

So, what is a goal?

By goal we mean that idea, that desired state, towards the achievement of which an individual directs his activities and his forces.

Initially, a person defines in his imagination a certain situation that he would like to bring to life.
Then, having thought about and decided that the dream should become a reality, the individual needs to begin to act.

The best way to achieve a goal is to write down on paper those points that you need to achieve your goal.

For example, Having written down all the actions according to the plan, you will know what will be necessary first to make your dream come true, and what actions need to be completed over time.

In addition, a goal has more than one action to implement. To get what you want, you need to understand that the goal also has so-called subgoals. When, without completing one detail, you cannot get the final desired result.

Goal is an inherently complex concept. It involves more than one action and more than one task.

So, it can be noted that before setting a goal, you must:

• Formulate it correctly and clearly
• The goal must be realistic. That is, you must understand that purely physically you can achieve it.
• The goal must be clear. You need to understand what actions and by what means you can achieve your goal.
• The goal should captivate you and become a kind of incentive to carry out all the necessary tasks.
• The goal must have a time frame.

According to the last point, goals can be divided into different types of goals:

1. For example, goals can be long-term.
   Then you must understand that before achieving your goal you will need to complete more than one task and more than one action.
   Such goals are usually more global.
   This can apply to different areas of life: at work, in family relationships, in friendships, in raising children, etc.
   But the main thing in this case is not to forget why you are taking all the necessary actions and not to give up over time.
2. The second type can be distinguished short term goals.
   In this case, goals are achieved faster and fewer actions will be required to implement them.
   Typically, such goals are achieved in less than six months.
   Basically, short-term goals are set to achieve a long-term goal.
3. In addition, it is possible to distinguish complicated goals.
   To accomplish them, you need to put in maximum effort and attention, since this type of goal must be accomplished in the shortest possible time with maximum results.
   That is, the task is complex, and achieving the goal is not easy.
   But a person directs all his attention and all his strength to achieving precisely this goal, which previously could have been long-term.
4. Simplified goals are placed on a short term.
   Typically, such goals are set by people who want everything at once and cannot put their efforts into achieving one goal for a long time.
5. An interesting type of target can be noted unattainable goals.
   This look can be described as dreamy or romantic.
   People who set themselves impossible goals love to dream and fantasize. But there’s certainly nothing wrong with that.
   In this case, in order to achieve the initial desired impossible goal, a person can achieve considerable heights by taking certain actions to achieve it.

How to achieve your desired goal?

Very often people fantasize, plan and want to achieve certain goals, but they do not have enough strength, time, patience, and perseverance.

It must be huge in order to still achieve the goal.

There are several ways to achieve your goals and also force yourself not to give up and give up.

For example, A good option could be a pleasant memory that you once waited for a very long time, but in the end you received it and were happy about it.

So in this case, imagine your emotions and pride in yourself if you achieve your desired goal.

The next way to achieve success is to be loyal to your mistakes. You should not be scared or upset by any failures or mistakes, they happen to everyone. The main thing is to step over your uncertainty and continue to perform the necessary actions and tasks to achieve your goal.

• What is a goal?
• Achievements of goals
• SMART goal attributes
  • Specific
  • Measurable
  • Achievable
  • Relevant
  • Timed
• Examples of SMART goals
• • Personal
  • Family
  • Financial
  • Creative
  • Sports
  • Spiritual
  • Adventurous
  • Trips
  • Others
• • Tip #2 - Make the goal attractive
  • Tip #4 - Constantly remind yourself of your goal
  • Tip #6 - Help from friends
  • Tip #7 - Positive thinking
  • Tip #8 - Choose a role model

Have you often heard the word “purposeful” in relation to a person? I think I had to, more than once. But have you ever thought about what this expression means? A purposeful person is one who knows how to set goals and achieve them. Wonderful quality, isn't it? Perhaps only such people can achieve significant success.

Do you want to become the same person?

Then you should read this article. In it we will explain what it is target, How set goals correctly and, most importantly, how to achieve your goals.

Let's start with the basics - let's figure out what a goal is.

What is a goal?

The word “goal” came to us from the German language and has several interpretations. Here is the most capacious of them:

A goal is the end result that a process is intentionally aimed at.

From this definition it is clear that the goal cannot be something that we achieved spontaneously, unexpectedly for ourselves. The fundamental difference between a goal and a dream: a dream is what we want, a goal is what we are trying to achieve. Accordingly, without steps aimed at achieving the goal, it will remain just a dream. As Honore De Balzac said, “to reach the goal, you must first go.”

The famous French writer Denis Diderot, in turn, said that “if there is no goal in life, you do nothing, and you don’t do anything great if the goal is insignificant.” From these words it follows that all life consists of goals that we strive for, and that we need to set ourselves worthy goals in order to feel like a full-fledged person, thinking and constantly developing. “Paint the fence”, and “achieve career growth”, and “find happiness” - these can all be goals, but painting a fence against the backdrop of career growth and finding happiness is a small goal. This should be understood.

Now that we understand the meaning of the word goal, let's move on to achieving the goal.

Achievements of goals

Achieving a goal is a process that is located in the time interval between two events - the moment of setting the goal and the moment of obtaining the final result. To achieve any goal, you must think through your steps to achieve it, take into account any nuances and provide for all the pitfalls that may hinder you along the way.

In other words, you must clearly understand how to set a goal and motivate yourself to achieve it. Therefore, you need to approach planning your actions wisely, with a cool head. This is the only way you can develop the most adequate algorithm to achieve your goal on time.

Watch the video - Why 99% of people don't achieve their goals:

How to set goals correctly. Defining SMART goals

It seems that there is nothing particularly difficult in the described actions - set a goal, achieve it... But why then do people often find themselves at a dead end?

There can be many reasons. This includes incorrect planning of actions, insufficient diligence, and a banal coincidence of circumstances (the so-called “force majeure”)...

But most often the problem is that the person chose the wrong goal - that is, he unwittingly a priori “put an end to” the entire event. And whatever he does later, no matter what tricks he goes through, it’s all in vain, because the goal is simply unattainable, and the whole operation was doomed to failure from the very beginning.

How to avoid such embarrassment? How can you avoid wasting your time striving for something that is unattainable? There is a simple technique for this setting goals –SMART, which allows you to adequately assess the task before starting to solve it.

What is SMART? As you might guess, this is an abbreviation that includes all the attributes of a well-set goal. According to the number of letters in a word, there are five of these attributes.

Specific, Measurable, Achievable, Relevant and Timed. This is the meaning of SMART.

SMART goal attributes

Specific

The goal must be clearly defined. For example, playing sports is a non-specific goal. But do 40-minute jogging 2 times a day, morning and evening - a specific one. If you don't understand what exactly you want to do, how will you achieve it?

Measurable

The goal must be measurable, that is, have an end result that can be measured. For example, losing up to 50 kilograms is a specific and measurable value, while “losing weight” is an uncertain goal: it is unclear how much you want to lose and what result will satisfy you - either ten kilograms lost, or just one.

It is clear that not all goals can be measured in kilograms, meters or other quantities. In this case, for simplicity, you should resort to scaling, taking zero as a starting point and ten as an ideal. That is, if you, say, want to learn to play the piano, you can take studying notes as a one, the “dog waltz” as a five, and playing Bach’s preludes as a ten. Accordingly, Bach may not be your ultimate goal. Maybe it will be enough for you to sometimes entertain your guests with a “dog waltz”? Then your goal is located in the middle of the scale, the fifth division.

Many people mistakenly believe that they can act based on their feelings - they say, I will understand when I achieve my goal. But in fact, by saying this, you immediately cut yourself some slack, giving yourself a chance to cheat and stop earlier if you get tired or lose motivation. Going towards a goal, guided only by sensations, is the lot of the weak. You won't achieve anything this way.

Achievable

At the age of thirty, you shouldn’t dream of an Olympic gold medal in one sport or another, especially if you’ve never done it before. Unfortunately, your body will no longer physically be able to withstand the stress that professional athletes subject themselves to.

In order to achieve a certain goal, in addition to desire, you either must already have resources (physical, economic, other), or you must be able to acquire these resources in a certain time. Think about what you are capable of at this moment in time? What else needs to be done? Can you handle it?

Relevant

The goal you set should not conflict with your other goals. For example, you already have a goal to get up at six in the morning in order to catch the minibus going to the office where you work. If you decide to “study programming languages ​​from two to four in the morning,” it will be extremely difficult for you to get up, and you will be late for work.

Such a contradiction should not arise, so you should plan your time wisely and abandon goals that cannot be built into your schedule, because in this case you will not achieve new results, and you can only harm the old ones.

Timed

Clearly define the time frame for achieving your goal. This point is perhaps the most important. If the deadlines are uncertain, then you won't try hard enough. Agree, there is a huge difference between setting the goal of “losing 10 kilograms in 3 months” or simply “losing 10 kilograms.” In the second case, the process can last for a year, or two, or five years - after all, you have nowhere to rush.

That is why it is necessary to set deadlines. This disciplines and forces you to discover additional resources in yourself in times of time pressure.

Watch the video on the topic - How to achieve your goal:

Examples of SMART goals

100 life goals of other people

If you find it difficult to decide on a specific goal, here is a list of approximate goals that a variety of people are trying to achieve in all corners of our vast world.

Personal

• Find a job you like;
• Become a professional in your field;
• To refuse from bad habits;
• Make new friends;
• Learn English and French;
• Avoid eating flour;
• Achieve a certain number of followers on Instagram;
• Go to bed no later than twelve and get up no later than seven;
• Watch at least three scientific and educational films a week;
• Learn to cook;

Family

• Get married or get married;
• Make your life partner happy;
• Give birth to at least two children, a boy and a girl;
• Raise children with dignity;
• Send your children to a good school;
• Live to see your children's wedding;
• Celebrate the silver wedding;
• Live to see the wedding of your grandchildren;
• Celebrate the golden wedding;
• Maintain relationships with all family members;

Financial

• Never borrow or borrow money;
• Get a good part-time job;
• Achieve an official stable salary;
• Save at least a certain amount from each salary;
• Buy your own home;
• Dacha on the Black Sea coast;
• House in the mountains;
• Save up for a new (not used) car;
• To be able to help children until they get back on their feet;
• Do charity work;

Creative

• Learn to play the saxophone;
• Write an autobiography;
• Think through the interior of your dream apartment and bring it to life;
• Learn to sculpt dishes from clay;
• Learn to paint in oils;
• Start a blog;
• Get rid of the fear of public speaking;
• Learn to dance salsa;
• Take and publish at least five nature photos every day;
• Learn to knit;

Sports

• Get rid of excess weight;
• Bench a 150 kg barbell at least twice per approach;
• Learn to make a “sun” on the horizontal bar;
• Go water skiing;
• Learn scuba diving;
• Take a parachute jump;
• Learn hand-to-hand combat techniques;
• Learn to play basketball;
• Win an amateur arm wrestling competition;
• Walk up the stairs, avoiding the elevator;

Spiritual

• Learn to meditate;
• Read all the Nobel Prize winners in literature;
• Read the Bible;
• Improve relationships with parents and brother;
• Learn self-discipline;
• Attend church services;
• Find harmony with yourself;
• Learn to be grateful;
• Learn to achieve the goals you set for yourself;
• Do charity work;

Adventurous

• Fly on a hang glider;
• Ride an elephant in India;
• Sink to the seabed in a submarine;
• Go canoeing;
• Take part in a bike ride across Russia;
• Swim with turtles;
• Play roulette in Las Vegas;
• Take part in the reconstruction festival in the UK;
• Try Thai cuisine;
• Try yourself at banjo jumping;

Trips

• Go to Nice;
• Visit the stadium of the Real Madrid football club;
• Go on a tour of Africa;
• Visit Antarctica;
• Spend the summer in Novosibirsk;
• Fly to California;
• Organize a motor rally in neighboring countries;
• Celebrate the New Year in Egypt;
• Take a tour to Krasnaya Polyana in Sochi;
• Travel around the world on a luxury liner;

Others

• Buy parents a ticket to a tour of European countries;
• Achieve a meeting with your childhood idol;
• Switch to a nocturnal lifestyle;
• Organize some kind of public demonstration;
• Get a second education, for example, legal;
• Establish a relationship with a childhood friend whom you haven’t seen for several years;
• Visit Jerusalem;
• Regularly read blogs of famous artists;
• Forget about the Internet for two months;
• Take up astronomy;
• Find an interesting area and a person who can help you master it;
• Get rid of fear of heights;
• See the solar eclipse with your own eyes;
• Plant and grow a fruit tree;
• Conquer Everest;
• Teach your younger brother programming;
• Become more careful;
• Repair an old lawn mower;
• Hold a corporate event;
• Learn the art of origami;
• Stop worrying about the slightest thing.

How to motivate yourself to achieve a goal

Now that you know so much about goals and how to set them, there is another important issue to consider - the issue of motivation. Motivation is very important if you have set a goal and want to achieve it. Lack of motivation can cause you to give up on a goal, despite all your past aspirations. I’m sure you’ve often heard that a person “gives up” - this means that negative circumstances turned out to be stronger than his motivation.

This cannot be allowed to happen.

But how to properly motivate yourself so that the “fuse” is enough for the entire path from setting a goal to the final result?

There are a number of tips that can help you in this difficult matter.

Tip #1 - Be able to guarantee that you achieve your goal with the proper diligence

If you set an achievable goal, you know that you can achieve it, and this knowledge gives you confidence in your own abilities and saves you from unnecessary worries. You are not guessing whether you will master this task or not. You know that it is doable, and you calmly, methodically move towards it.

The notorious painting of a fence is more of a necessity than a pleasure. But the desire to buy a new, beautiful foreign car can force you to work harder and earn more in order to quickly make your dream come true.

Tip #3 - Clearly understand what achieving your goal will bring you

You can write down all the positive points directly on a piece of paper. For example, the same new foreign car. What will her purchase bring? Self-satisfaction. Status. Prestige. Safety. Comfortable. Refusal of public transport. Opportunity to travel by car. And children will no longer have to walk to school... Obviously, there are enough reasons to move towards the goal?

For example, hang a printed poster of a car in your home or set a daily auto reminder on your phone.

The more often you think about your goal, the easier it is to maintain a certain level of motivation in achieving it.

Tip #5 - Constantly remind yourself what will happen if you DO NOT achieve your goal

In the example of buying a car, there is no need to remind you - everyday travel to and from work on public transport is in itself a similar reminder. Or if you already have a car, but it’s old and constantly breaking down, the sight of your “junk” car can also motivate you.

Friends know very well how to motivate you to achieve a goal - that’s why they are friends.

Some people get really angry at barbs, while others, on the contrary, need to be constantly encouraged. Ask friends to help. The real ones won't refuse.

Even if something doesn’t work out (for example, your part-time job paid less than you expected, and the purchase of a car has been pushed back for some time), constantly remind yourself that all these are minor failures that can never make you give up your goal.

If your neighbor, who works at the same company as you, was able to buy a foreign car, then this goal is quite achievable, right? You can talk to him, ask for advice, you have to think that a good person will not refuse you such a little thing. The main thing is not to envy him, because it is not his fault that you did not achieve your goal.

Go towards your goal without stopping, and everything will work out for you!

Target- a conscious idea of ​​the result that should be achieved through the directed efforts of the individual in the course of his interaction and communication. “-In psychology, the concept of “goal” is also used in the following meanings: a formal description of the final situations that any self-regulating functioning system strives to achieve - an anticipated useful result (the image of the “needed” future according to N. -A. -Bernstein) , which determines the integrity and direction of the organism’s behavior” - (A. -G. -Asmolov). In the logic of human activity, the concept of “goal”, acting as a desired model of conscious actions, a kind of anticipatory image of the subject’s intentional efforts, presupposes the preliminary construction of a plan for specific behavioral acts and their consistent analysis and correlation with the goal. Within the framework of social psychology of personality development and management psychology (primarily when it comes to an organization), a goal is often revealed as a kind of temporarily distant image, a kind of social “beacon”, which one focuses on when planning some kind of purposeful action, and with which the correctness and adequacy of the chosen course and development vector are verified.

As a rule, such a “horizontal” image is designated using a special term - “vision”. Thus, having put forward, justified and adopted a certain “vision” - for example, if it concerns a particular company, its owners, management team together with organizational consultants, planning and analyzing both the strategic decisions they make and implement for the development of the company, and everyday, completely ordinary decisions must fairly strictly correlate their consequences with the image that they built as a specific goal tied to a very specific time for execution. By the way, personal “vision” requires the subject to make equally rigorous comparisons of specific behavioral actions and the ultimate goal. If it turns out that the decisions made and the actions taken do not “work” for the “vision”, then it is necessary either to rebuild the image of the future, or to radically change the content and direction of current behavioral activity. Almost the same situation arises when it comes specifically to the field of education. So, if theoretical pedagogy, answering the question “how should it be?” practically builds a model of what is desired (a kind of “vision”), psychology, answering the question “what really is?” allows us to judge about whether specific efforts are adequate for this model. And if a discrepancy is identified, the solution to the issue again lies in logic: either the target model must change, or other, corresponding ways of achieving it must be selected.

Almost all modern experts in the field of management psychology and organizational development agree that the formation of a high-quality vision of the desired result is one of the absolutely necessary conditions for the success of an organization and the most important leadership function. At the same time, the vision of the result in modern conditions is increasingly considered as a complex phenomenon, including cognitive, behavioral and emotional aspects at both the individual and group levels. So, for example, according to P. Weil, “... a vision is not just a description of what the organization exists for and what goods and services it intends to bring to the market. A vision is a reflection of the actions that the organization intends to take, and properties that it seeks to acquire. The latter reflect the meaning of all these actions for employees." At the same time, “in the formulation of the vision, the motivational aspects are expressed no less strongly than the descriptive ones. It expresses the feeling that the owners of the vision experience in relation to the organization and its functioning.” In an organizational context, “the vision acts as a cementing foundation that binds people who make joint efforts and share common values.”

In fairness, it is worth noting that, from the point of view of P. Weil, in the strictly socio-psychological sense, the concepts of vision and common goal are closely related and at the same time different. Both of these expressions imply that the group ascribes to something a positive meaning that can activate this group and its members. The concept of “vision” emphasizes the presence of a clear idea of ​​what What exactly imbued with this positive meaning, it is something tangible, like a building or a new product, or an event that is expected to occur. ... The purpose, or purpose, represents reason, according to which this “something” seems to us desirable and filled with meaning. ... Vision and purpose &ldquo-joint efforts&rdquo- bring clarity and agreement members of the organization and strengthen them devotion business" - .

And yet, from a practical point of view, in most cases it seems completely justified to consider purpose and vision as not just interrelated, but in many ways synonymous concepts. In this regard, the most interesting are the schemes developed to date for the formation of a common vision in groups operating within various organizations, especially since this process is one of the basic components of targeted team building activities.

P. Weil and his colleagues, based on the results of longitudinal studies in this area, identified eight factors that are most significant for the formation of an effective group vision: creating productive interpersonal interaction in the group; developing a sense of team; considering key problems of the organization from an “external” position; openness and accessibility of the official leader; work on conflict resolution and integration of alternative points of view; work on disclosing feelings; work on a scheme for transmitting the vision to the organization’s personnel; systematization of further work to implement the vision, and, if necessary, its transformation.

Creating productive interpersonal interaction in a group involves ensuring conditions of maximum openness and social security, not only allowing, but also, in a certain sense, provoking group members to meaningfully discuss problems that are completely or partially taboo in the context of everyday professional activity, and in the most informal, confidential manner. According to P. Weil, “this includes conversations that take place between employees of an organization who under normal conditions have no reason to communicate. Conversations on topics that under normal conditions, as a rule, are not addressed. Conversations on a more personal level than usually... ones that the participants are unlikely to conduct under normal circumstances."

Developing a sense of team in this context primarily implies increasing group cohesion and awareness by group members of the importance of interpersonal cooperation and the contribution of each participant to the realization of both group and individual goals. As P. Weil rightly notes, “Too often, organizational members need to strengthen their sense of team before they can even begin to talk about developing a common vision. A sense of team is strengthened by performing various tasks, sometimes in competitive conditions, which generate closer relationships between people"- . Note that for these purposes other methods and techniques can be used, aimed at enhancing the effect of factors that increase group cohesion.

Viewing the key issues of an organization from an “external” perspective involves moving beyond both the cognitive and emotional stereotypes associated with the professional activities of group members, and the ability to assess the strengths, weaknesses and prospects of the organization in the broader context associated with changes occurring in the industry and society as a whole. According to P. Weil, “formulating a vision presupposes the need to take a more “remote” point of observation. Using special exercises, members of the organization can better assess in which direction world processes are developing and what specific roles the organization should play in the current conditions. .. Often members of an organization learn a lot of interesting things about it and the environment in which it exists, things that they have never heard before: for example, about the opportunities the organization has or the existence of threats. Such experience explains a lot and can be powerful. impetus for the formation of a clearer vision."

Work on resolving conflicts and integrating alternative points of view first of all implies a decisive rejection of attempts to “freeze” and “shade up” conflicts that arise in the process of forming a vision, as well as ignoring any, even the most absurd, at first glance , points of view. This is all the more important since “any discussion of such important issues as organizational vision can (and, indeed, almost always reveals) V. -I., M. -K.) the existence of different opinions and points of view on an issue, and often well-defined conflicts. If these differences are not acknowledged and resolved, they will manifest themselves in the interpretation of the vision by employees, thereby preventing the necessary commitment to the common cause.

Work on the disclosure of feelings is necessary, since a full-fledged vision, as noted above, necessarily contains a clearly expressed emotional component - “-... a vision is not just an abstract idea of ​​​​an organization. It is a personally felt idea of ​​​​the organization, what it can become, about its human values ​​and the role that everyone can play in realizing the vision." In addition, the ability to openly express not only the content of long-term goals, but also the emotions associated with it, significantly increases the effectiveness of group work on vision formation. Moreover, according to P. Weil and his colleagues, without this, the work is doomed to failure: “Enthusiasm, passion, commitment, optimism, a sense of urgency - these are the most important feelings. If they do not arise in a seminar dedicated to the formation of a vision, this means that what was being discussed did not arouse interest among the participants."

Work on the scheme for transmitting the vision to the organization’s personnel, in contrast to previous factors, has a clearly expressed convergent character. It involves the creation of reliably functioning channels for communicating the formulated vision in an accessible and emotionally attractive form to all employees of the organization. This is all the more important because “in the excitement that comes with creating a vision, it is easy to forget that success depends on what meeting participants can bring to the workplace, what they will tell employees who were not at the meeting, what steps they will take to get started.” implement the vision, etc. If these issues are not raised at the workshop, practical success is less likely. If the vision does not have much impact on the organization, then, most likely, too little attention has been paid to the day-to-day work that will be carried out after its completion. "- .

Systematization of further work to implement the vision, and, if necessary, transform it, is most closely related to the previous factor. Its necessity is due to the need to constantly check the trajectory of the organization’s movement towards the intended goal, evaluate intermediate results, and, if necessary, make adjustments both to the vision itself and to the scheme of its transmission to the organization’s personnel. As P. Weil and his colleagues note, based on an analysis of the results of research and practical work, often participants in seminars and other forms of group work to formulate a vision completely independently come to the conclusion about the need to continue work in a similar format until the vision is fully realized.

It is easy to see that all of these factors are closely interrelated with each other. Therefore, P. -Weil comes to the completely justified conclusion that “at effective seminars on vision formation, they will definitely pay attention to all eight factors. At less successful ones, they will definitely ignore some.” As practice shows, engaging a social psychologist to organize and optimize the work of forming a vision is the most effective way to avoid these and other omissions. It is quite clear that in this case, providing conditions for the formation of a high-quality group vision in an organizational context, monitoring this process and managing it are the immediate objective task of a practicing social psychologist, to which his efforts are directed. However, even when solving applied socio-psychological problems that are not directly related to the formation of a vision, the question of real goals and ways to achieve them both for the group as a whole and for its individual members, as a rule, is highly significant. Therefore, a practical social psychologist, working with a specific community, must have comprehensive information about the target intentions of its members and it as a whole as a collective subject, since otherwise he turns out to be unable to correlate his professional goals with individual and group goals in the community entrusted to his care.

590 Vale -P. Leadership based on vision // MBA course in management. M., 2004. S. 29, 33.

591 Vale -P. Leadership based on vision // MBA course in management. M., 2004. P. 34.

592 Ibid. P. 57.

593 Ibid.

594 Vale -P. Leadership based on vision // MBA course in management. M., 2004. pp. 57-58.

595 Ibid. P. 58.

596 Ibid.

597 Vale -P. Leadership based on vision // MBA course in management. M., 2004. pp. 58-59.

598 Ibid. P. 59.

599 Ibid.

Definitions, meanings of words in other dictionaries:

General psychology. Dictionary. Ed. A.V. Petrovsky

A goal is a conscious image of an anticipated result towards which a person’s action is aimed. In psychology, the concept of C. is also used in the following meanings: a formal description of the final situations that any self-regulating system strives to achieve...

TARGET

Ideally, by the activity of thinking, a predetermined result, for the sake of achieving which certain actions or activities are undertaken; their ideal, internally motivating motive. There are specific centers of activity, i.e. ideal image of the object (result) directly. human activity, and abstract C. aspirations, i.e. the idea of ​​a certain common good, an ideal, for the sake of achieving which this activity is carried out. Both of these types of values ​​are usually understood as “subjective,” while the so-called Objective C. refers to a certain paradise of supernaturals. “C. of being” (divine or providential) or a fixed state specified by one or another law (algorithm, prescription, rule) in the development of a certain system, which is recognized as the property of self-regulation (formal Ts.). Empirically, the concept of color is apparently associated with the use of the simplest tools, which presupposes an elementary distinction between “this” and “for the sake of this.” The subject is philosophy. C.'s reflections have been starting from antiquity. natural philosophy, where it is initially considered in connection with the concept of world reason (see Nus). As a C. human. activity, this concept was considered by Socrates, who raised the question of the hierarchy of color, delimiting the private color of k.-l. action and the general C., with which it is internally correlated and which justifies it. In the hierarchy of C. there is a necessary ending. Ts. is such a conceivable ultimate good, which is the final basis of activity and which, according to Socrates, cannot be realized directly: a person can only indirectly contribute to its achievement. Plato connected ethic-philosophy. the concept of Socrates with the doctrine of ideas and with the affirmation of deities. good as the highest color of being. Plato's ideas were later developed by Christ. orthodoxy (Augustine), which later relied on the Platonized Aristotle (Thomas Aquinas). In line with the philosophical and theological two traditions have developed, more or less independent. teachings about color: teleology, which proceeded from the “objective color of being,” which she tried to trace in all spheres of reality, and the doctrine of free will, which included the concept of free color of man. A significantly different understanding of color than that of Socrates and Plato was outlined by Aristotle, who considered color primarily in ontological terms. plan, including it in natural philosophy. the doctrine of the causes (beginnings) of being. His Ts is one of four reasons, the so-called. final cause (causa finalis). To know a thing for Aristotle means not only to indicate the matter and the source of motion, but also to find out its hidden essence, determined by C. (see Met. V 2, 1013a 24; Russian translation, M.–L., 1934). C. is “that for the sake of which” something exists or is realized. This attitude is characteristic not only of human activity, but also of the living world in general: “eyes exist to see,” “leaves exist to protect the fruit.” The organism itself as a whole can only be understood as a kind of center “for its own sake.” The living, according to Aristotle, seems to contain within itself. The center of being, entelechy. The idea of ​​"internal C." was later revived by Leibniz, and the idea of ​​a target cause by Kant, who tried to overcome the extremes of both causal and teleological. interpretations. Trying to combine both principles in a single law of sufficient reason, covering both causal and target relations, and logical. connection between reason and effect, Leibniz formulated the starting points of the so-called. "immanent" teleology. Kant proposed to consider it appropriate in its own right. in the sense of only the works of man. activities, since they are based on consciousness. Ts., while the internal one found in the works of nature. the harmony of parts and the whole does not indicate an attitude towards some kind of color, but only an attitude towards the whole; These works are not expedient, but goal-like, i.e. "expedient without Ts." The concept of color is introduced into them by humans. mind for their mental ordering. Considering color “as one of the causes operating in the world,” Kant essentially described that special form of causality that is characteristic of humans. activities. He showed that if the concept of “efficient cause” is associated with the idea of ​​external necessity, then rational, targeted action just as necessarily presupposes freedom. Assumption in the human sphere. the activity of causality “out of necessity”, with its view, entails the assumption of causality “out of freedom” - C., for freedom would unnecessarily deprive the target action of those results for the sake of which it is carried out, and necessity without freedom starting a new causal series excludes the very possibility of such an action. The first, according to Kant, contradicts practical, and the second – theoretical experience. One of the chapters features of Kant's concept is that logical-epistemological. The problems of color are developed depending on the ethical and humanistic ones, acting as theoretical ones. basis for solving fundamental human problems. life. In this regard, Kant distinguishes three possible levels in posing and solving the problem of the goal. At the first of them, we can only talk about skill; the problem here is logical and technical: how and by what means to achieve one or another goal. ? At a higher level, the problem of prudence arises, logical-technical. the problem is justified by the desire to achieve a good goal. The highest level of comprehension of the goal for Kant is morality. problem: what is the goal that a person should strive for? The formulation of this problem is associated with the development of morals. principle, which would have the dignity of law and not only would not depend on the content and C. department. act or action, but, on the contrary, would always serve as the basis of morality. choice and criterion for evaluating private actions and C. Here Kant goes beyond the logical. problems "what is C?" and moves on to the much deeper problem of “what is the center of man?” This turn in means. least determined the development of ethical-philosophy. problematics in the entire subsequent history of philosophy. Ethical-gnoseological the line in C.'s research was continued by Fichte, and Schelling developed the problem in aesthetic and epistemological terms. plan. Hegel tried to “remove” these divisions into a single and all-encompassing logic. theory of C. According to Hegel, the essence is non-mechanical. relations can be revealed only through objective color, as a “concept in itself,” as a result already given by development, but not yet developed. For Hegel, the living is that which “preserves itself” and “returns to itself.” And life activity aimed at self-preservation and self-reproduction, from its perspective, can only be derived from the concept of color “in itself.” Further, in the depiction of the “transition” from the color “in oneself” to the conscious color “for oneself”, which is realized in man. activity (the transition from “teleology” to “idea”), Hegel turns C. into a universal. characteristic of being, and his teaching becomes a kind of teleology. Hegel gave a detailed logical solution. problems of Ts. Ts. he has “... a concept that entered into free existence through the denial of direct objectivity...” (Soch., vol. 1, M.–L., 1929, p. 313). This is, first of all, the color of man. activities. It is directly defined as subjective. The object it presupposes is ideal, and C., as the concept of an object that has not yet been determined, is a contradiction, negation as immediate. reality of being, and does not act. thoughts as such. As ideal and universal, as merely subjective content, color needs implementation, an object of embodiment, in which it receives its definition. content and its peculiarity. As a result of its implementation, the opposite one-sidedness of the ideality of color and the reality of being seemed to be “sublated” in a new content and objectivity received a new one, corresponding to the color. definition. However, Hegel notes, the implementation of color is not so simple: it is often accompanied by consequences that were not part of the person’s intentions. This is explained by the fact that he is a “cunning” person. the mind, realizing its goals in the world, puts forward in its place some external thing, an instrument, a means. But, writes Hegel, there is also a “cunning” absolutely. reason, which uses the person himself as a means of achieving his goals. In the end, a person does not get exactly what he was striving for, often something exactly the opposite, at best - only some new means. Thus, according to Hegel, color is only a thought, an ideal form, attached to some available material. And therefore the result, although it takes the form of a color, in fact reveals only its own. the essence of the material in which this color is embodied. Therefore, the problem lies not so much in the subjective value itself, but in its objective implementation, and therefore in the means, in real activity. Only they give Ts. a definition. content and translate it into results. Having rightly drawn attention to the insufficiency of Kant’s position, to the fact that the problem of value cannot be solved only in the sphere of what is proper, Hegel, due to the original objective-idealistic principles. I couldn’t even put ethical positions. problem: “What is the C of a person?” As soon as he goes beyond logic in search of its foundations, he inevitably comes to providentialism. Thus, he interprets world history as the implementation of a providential goal independent of man and his activity. If objective idealism, explaining reality from supernatural goals, came in its extreme forms to providentialism, then pre-Marxian materialism, based on the externally determined nature of activity and interpreting goal-setting on based on unambiguous causality, ultimately came to fatalism, often denying the very meaning of the human race. activities. At best, old materialism understood color as inclinations generated by nature and conditioned by necessity (Spinoza). In those rare cases when the old materialism did not deny the expedient nature of man. activity, he nevertheless excluded the concept of Ts. From the tasks of scientific. research (Bacon), believing that human. behavior can be described in strict terms of “mechanism” and calculated on the basis of the laws of causality - necessity (Laplace). Quite extensive materialistic. description of human expediency Feuerbach gave activity, proceeding from that empirical. the fact that everyone is human. action is preceded by a definition. intention, conscious C. Assuming that this is where idealistic ideas stem from. the illusion that the concept, thinking, and color precede the real reality of their subject, Feuerbach tries to reduce them to their “earthly basis”, to derive them from needs, drives and needs. Marxism showed that the weakness of the old materialism is determined primarily by the fact that it did not take into account the active side of the subject, which not only “reflects” the objective world, but also creates it. In this regard, Marxism set the task of understanding the very needs and requirements of man at their source, in their historically specific content, determined by the process of societies. production, labor process. It is this process, creating the conditions of consumption and needs, as well as the possibility of satisfying them, that creates the price, i.e. “...an ideal, internally motivating motive for production...” (Marx K., see Marx K. and Engels F., Soch., 2nd ed., vol. 12, p. 717). Man does not simply change the form of what is given by nature, but in what is given by nature he “...at the same time realizes his conscious goal, which, like a law, determines the method and character of his actions and to which he must subordinate his will” ( Marx K., ibid., vol. 23, p. 189). Consequently, the centrality of man, the ideal in general, must be understood not only as a function or only as the basis of man. activity, but as a deep unity of both. This allows us to understand a person not as an atom in the chaos of blind necessity or a toy in the hands of insidious providence, but as the creator of his life, and therefore as the essence and basis of history. movements. This conclusion followed from the criticism of the contemplativeness of the old materialism and at the same time from the criticism of Hegelian providentialism. Marxism views history as the activity of a person pursuing his goals (see K. Marx and F. Engels, ibid., vol. 2, p. 102). But it does not mean. that the course of history can be deduced from people. Ts. Real historical. the movement does not necessarily coincide with those centers that a person puts. In this sense, the Central movement provides nothing more than a history of ideas. Theirs is valid. implementation gives the real history of humanity. The relationship between the goal, the means and the result of its implementation turns out to be that special form of causal relationship, which is characteristic of the sphere of meaningful, goal-setting human activity. The relationship of purpose, means and result includes the relationship of cause and action, which characterizes the spontaneous process of nature, in a fundamentally different categorical structure, in which the real relationship of things turns out to be preconditioned by their project in the form of their logically universal, and therefore in Means. least abstract analogue. At the same time, in the role of the so-called directly The reasons here are the means of implementation, more or less corresponding to the set goal. The action takes the form of a result ideally set in the form of a goal, reproducing the content of the activity itself and its means. The meaning of this categorical structure is determined organically. the unity of all its components. Therefore, it is fundamentally incompatible with the Jesuit thesis, “The end justifies the means,” which has been repeated many times in history. And not only because “... a goal for which wrong means are required is not a right goal” (K. Marx, ibid., vol. 1, p. 65); and above all because “negative” means are capable of determining only “negative” results. This conclusion is based on general humanistic principles. the installation of Marxism and its awareness of the interdependence of the goal and the means, the abstract general goal - an ideal to which one can only strive - and the concrete goal of activity, which must be realized in order to achieve this ideal. The implementation of any particular goal necessarily transfers the content and features of the means to each subsequent link of activity and determines the content and features of the final result. Therefore, negative means only push the “good” value even further. Only such a particular goal brings one closer to the ideal, which is a special embodiment of the universality of this ideal and thereby is at the same time an end in itself. Where this condition is not met, the private goal becomes alienated, a formal general goal. Through the categorical structure of the goal and goal setting, a duality is clearly visible. human character. activity, which in its content reveals itself as a unity of idealization and implementation. The absence of a holistic view of the structure of goal-setting in pre-Marxist philosophy had very real grounds: in real life itself, the holistic structure of activity was divided by the conditions of exploitation and coercion into the so-called opposites. "mental" and "physical." labor, for activities to determine the price and work on its implementation. The genuine connection and mutual necessity of idealization and implementation, purpose and means, thought and reality in these conditions is disrupted. Idealization, isolated from implementation, takes on the character of distorted class-elite limitations and divorced from reality. life forms of consciousness; realization loses its internally motivating ideal motive, its action. C. Thinking, separated from the real work of implementation, is drawn to Cs that have no real meaning. What remains behind labor is a crudely material form devoid of spirit, not sanctified by purpose. Under these conditions, labor needs external incentives, one or another historically determined. form of coercion. Both poles of the dismembered so. activities are deprived of internal sense. This mutual inferiority seeks compensation in various kinds of asocial “hobbies” and even antisocial (so-called unmotivated crimes, hooliganism, etc.) pseudo-activities, in which it tries to reunite the lost unity of idealization and realization, the unity of the C., means and result, creating the illusion of free activity. The consciousness of the individual, therefore, turns out to be torn and seeks self-determination, confirmation of its values ​​not in real life, but in its substitutes, one way or another compensating for its inferiority. Real work, having lost its internal impulse becomes only a means for achieving external goals. In such a situation, the goal ceases to be an end in itself and turns only into a means, and the means takes on the character of an end in itself. Such social conditions on a large scale produce conformism - opportunism. consciousness that determines its values ​​not on the basis of free choice, but through purely external adaptation and is uncritical. attitudes to circumstances and values. At the same time, in such conditions, nonconformism is born - a consciousness that openly opposes existing social practice with its values ​​and values. In the conditions of this crisis situation, the problem of justice again appears in those aspects -ry go beyond logic and are in their own right. in a philosophical sense. Knowledge of the categorical structure of goal setting allows one to correctly determine the ways and means of implementing a goal, but it does not yet provide an understanding of what it actually does. C. person. And although many of the proposed solutions to this issue, for various reasons, turned out to be limited or even incorrect, the idea that color in itself does not serve morality is certainly true. criterion for the activity that realizes it, that philosophy. analysis must trace the hierarchy of goal-setting to the ultimate morals. foundations and final criteria of human life. In modern Europe. philosophy, this issue received a particularly wide echo in the systems of neo-Kantianism, Russian. "concrete" idealism and phenomenology of Husserl, although the search for ways out of the crisis is new-European. the cultures in these movements were significantly different. Rus. idealism places emphasis on problems of morality and choice of morals. position, carried out consciously or unconsciously by each person, and asserts the priority of the moral over the logical-technical. Neo-Kantians raised the question not only about the moral, but, more broadly, about the value foundations of human life and showed that choice in the sphere of values ​​is not necessarily subject to the laws of logically unambiguous inference; it is determined by the general structure of the personality. Finally, Husserl tried to trace the hierarchy of color in conditions of a developed division of labor, when the world is human. activity turns into a world of means that obscure the primary colors (the basis of the life of human consciousness), acquiring an independent character and more and more persistently dictating their own special goals. Husserl sees a way out of this situation in the constant “reactivation” of the primary color of human existence (see Means) . In general, modern bourgeois philosophy limits its analysis of color only to the sphere of theory. In contrast, Marxism is theoretical. Ts.’s research was supplemented by the development of new, communist. ideals based on human power. reason, on the revolutionary. the energy of the working people, and the very fact of building a new society began to translate these ideals into reality. As for the theoretical position of Marxism, its advantage lies in the fact that there is a historical necessity has lost its supposedly independent department from the activities. human character and appeared as a function and product of one’s own. human activity. Only such an understanding makes it possible to understand the true role of man and his place in the world, to abandon faith in laws independent of human activity, and from fear of a necessity lying outside of him. It allows a person to take responsibility for this world and for himself. With this approach, the problem of color turns out to be the key point of any developed worldview, the point of intersection of theoretical. concepts and practical position arising from this concept. Lit.: Marx K., Economic-philosophy. manuscripts, 1844, in the book: K. Marx and F. Engels, From early works, M., 1956; his, The Poverty of Philosophy, Marx K. and Engels F., Works, 2nd ed., vol. 4; his, Capital, ibid., vol. 23; Schelling F.V.I., Philos. research about the essence of man. freedom, [trans. from German], St. Petersburg, 1908; his, The System of Transcendental Idealism, [trans. from German], [L.], 1936; Vorländer K., Kant and Marx. Essays on ethics. socialism, [trans. from German], St. Petersburg, 1909; Fichte I.G., Science outlined in general terms, [trans. from German], St. Petersburg, 1914; Leibniz G.V., New experiments on humans. mind, trans. [from German], M.–L., 1936; Kant I., Fundamentals of the metaphysics of morality, Works, vol. 4, part 1, M., 1965; him, Kritika praktich. reason, ibid.; him, On the use of teleological. principles in philosophy, ibid., vol. 5. M., 1966; Makarov M. G., On the history of the category "C." in pre-Marxist philosophy, "VF", 1959, No. 10; his, Purpose, in the book: Certain dialectical questions. materialism, [L.], 1962; Ilyenkov E.V., The problem of the ideal in philosophy, "VF", 1962, No. 10 and 1963, M 2; Trubnikov?. ?., About the categories “C.”, “means”, “result”, M., 1968; Wiener N., Creator and Robot, trans. from English, M., 1966; Adler M., Kausalit?t und Teleologie im Streite um die Wissenschaft, W., 1904; Maritain J., Distinguer pour unir, ou les degr?s du savoir, P., 1946; Dessauer F., Die Teleologie in der Natur, Basel, 1949; Hartmann N., Teleologisches Denken, V., 1951; Bounoure L., D? terminisme et finalit?. Double loi de la vie, P., ; Sartre J. P., Critique de la raison dialectique, P., ; Gurvitch G., D?terminismes sociaux et libert? humaine, 2?d., P., 1963. N. Trubnikov. Moscow.