Being able to set one's own goals is one of the most important factors in personal balance or group cohesion. These objectives, chosen through social, economic, performance or conformity pressures, are not imposed by others or the environment, nor guided by fear or anxiety, but integrate the changing constraints of the environment according to the will and possibilities of the individual or group. The satisfaction you derive from achieving them will depend above all on the effort you put into getting there, which includes the development of skills and abilities.
While success is good for self-esteem, repeated failure is rather deleterious, hence the idea of defining achievable goals within a defined context. Setting generic goals for others necessarily leads to a certain level of disaffection or excess, since the material conditions, capabilities or contexts are different for everyone. Goals that positively affect personal or group involvement are adopted rather than imposed. Overwork and presenteeism occur in environments where individuals have no control over the objectives to which they are subjected in the context of their practice.
The principle of setting objectives is at the root of most management or personal development methods, as they serve as benchmarks. As you will discover in this dossier, setting and adopting goals has everything to do with motivation to learn. Decreed objectives may be necessary to meet standards, but they do not guarantee their adoption by individuals. Certain teaching methods, such as competition, play, exploration or research, are designed to generate goals that individuals can adopt more easily. Attitudes that can be stimulated, such as curiosity, perseverance or ambition, also encourage the creation and pursuit of goals. Developing the means to achieve them is then a matter of learning for individuals and groups, their business.
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Denys Lamontagne - [email protected]
Illustration - Pheladi Shai - Pixabay
