SMART Goals and Objectives
Contents |
Abstract
SMART Goals is a method for effective setting of goals and objectives, first presented by George T. Doran in 1985, addressing the lack of ability by managers to set goals and objectives. SMART is an acronym for Specific Measurable Assignable Realistic and Time-related. The object is to avoid that goal- or objective setting such as KPI’s are inadequate or indecisive, and therefore impossible to fulfill, but to set goals that can be a framework for an action plan.
SMART Goals has been widely accepted as an effective tool for goalsetting, but the words behind the acronym is varying from author to author. MIT suggests the acronym is for Specific Measurable Attainable Relevant and Time-bound. [3] This version is the most common representation, according to Robert S. Rubin [4].
SMART Goals can be used for professionals in a wide range of areas of Project Management, along with also personal goal setting.
The SMART acronym is covering other word-combinations (Active, Achievable, Relevant, Timebound, Timely), but usually the meaning stays the same. Further additions such as SMARTER-acronyms also exists. The SMART Goal setting technique is widely known as a management tool but is also criticized for its banality and the absence of wisdom behind the goals. Also, used in the wrong way it may lead to setting base-line goals, instead of setting higher goals.
Big Idea
Objectives and goals enable an organization to focus on problems and give the company a sense of direction [1]. This requires goals and objectives that are meaningful formulated. For that reason, George T. Doran introduced SMART Goals to help corporate officers, managers and supervisors write meaningful objectives.
George T. Doran presented the acronym as “Specific, Measurable, Assignable, Realistic and Time-related”, but later other versions of the acronym have gained popularity.
The Doran-version of SMART Goals
This version was presented in 1985, in the article ”There’s a S.M.A.R.T. way to write Management's goals and objectives” in the academic newspaper Management Review [1].
Specific
Is to target a specific area of improvement.
Measurable
Is to choose a quantifiable indicator for progress.
Assignable
Is to assign an agent to the task.
Realistic
Is to state what is realistic to achieve with the assigned resources.
Is to specify when the results can be achieved.
The MIT-version of SMART Goals
This version is widely popular, and it is the version used by MIT’s department for Human Resources [3].
Specific
A full description in concrete language of the desired outcome and describes the desired outcome.
Measurable
The goal needs to be measurable or quantifiable in some way. Also, you need to describe how you will know the objective is achieved.
Attainable
Create stretch, yet achievable goals. To assess attainability, have a conversation of practicalities as well as support and resources needed.
Relevant
The goal needs to be relevant for objectives for the performing group, as well as for the organization’s vision and mission.
Time-Bound
What is the timeframe for achieving the goal? When will the desired end-result be achieved? Here it is important to note that large goals may have milestone dates.
Other editions
Not only the versions of SMART goals presented by George T. Doran or used by MIT, exists. Robert S. Rubin wrote in 2002 the article “Will the Real SMART Goals Please Stand Up” in the scientific newsletter The Industrial-Organizational Psychologist, where he represents a myriad of different words and combination that can form the acronym SMART [4].
According to Rubin, the SMART acronym could cover not only the Doran or MIT-versions but also the following:
S: Simple, specific with a stretch, sensible, significant.
M: Meaningful, motivating.
A: Acceptable, achievable, action-oriented, accountable, as-if-now, agreed, agreed-upon, actionable, assignable.
R: Realistic, reviewable, relative, rewarding, reasonable, results-ori- ented, relevant to a mission.
T: Timelines, time-frame, time-stamped, tangible, timely, time-based, time-specific, time-sensitive, timed, time-scaled, time-constrained, time-phased, time-limited, time-driven, time-related, time-line, timed and toward what you want, truthful.
Further editions to the acronym
After SMART goals, other authors have expanded the acronym with "E" and "R", called SMARTER Goals. Also here there is ambiguity about the words behind the acronym.
Application
An example of SMART Goals could be: In a volunteer NGO, keeping in touch with members is crucial for the bare existence of the organization, since they are forming the NGO. A sample goal for a volunteer NGO could be:
Keep in touch with all members.
That goal is not SMART. First, it is not specific. To “keep in touch” could be the NGO members paying their annual membership fee, or when they are receiving the newsletter.
It is not measurable, since there is no clear indication for progress. Is the goal reached if the members pay their membership fee? And will it then be a failure if people are unsubscribing the NGO?
It is not assignable since it is not clear who is to do it. Is it the chairman, the head of secretariat, local groups, or some other group?
It is not realistic since there is no assigned resources to it. Also, reaching 100% of the members is quite a task, if it is a large NGO. People might change phone numbers or email-addresses.
It is not time-related. It does not state when the goal needs to be achieved.
The SMART goal could then be:
The Head of secretariat is responsible for that 95% of our members of the organization has received a phone call from, or participated in an email correspondence with, the secretariat (Head of secretariat, one of the volunteers or, if needed, a board member). The content of the communication should as a minimum be if the members still wants to be a part of our organization. This needs to be done every year, and the membership database should be updated along as the correspondences are conducted.
This is specific, since it states exactly what has to be done; Phone calls or emails with a clear purpose.
It is measurable, since there is a clear indicator for progress. The percentage of members contacted by secretariat is trackable for everyone with access to the membership database.
It is assignable, since it states who is responsible (Head of secretariat), and who is to perform the job (the secretariat).
It is realistic since there are resources assigned to the task – the secretariat itself. Also, the board members will assist in case of lack of resources.
It is time-related, since it is clearly stated that it has to be done every year.
Limitations
The SMART-acronym is widely used, but not necessarily a recipe for instant success. The goals might be SMART but that does not mean that they are clever. The example with the volunteer organization shows how a goal can be SMART without being a wise, what so ever.
First, it is relevant to question the need for contact with the members? To create a feeling of cohesion in the organization? Or to call them and check if they are actively supporting the organizations work? Even though it is stated that the content should be “if the member still wants to be a part of the organization”, it is not clear what the desired output should be. The member could say “no”, and take the opportunity to unsubscribe from the organization, during the phone call. Then the NGO might be bleeding members during these correspondences. It should also be clear for the organization that its members still want to be a part of the organization if they keep paying their membership fee.
Another critical aspect of SMART goals is that it does not necessarily stretch for highest possible achievement. In the given example, the objective is to be in touch with 95% of the members. That is fine, but it does not create significant value for the organization. A focus on member activity, recruitment of new members, maintaining partnerships and creating new alliances, visibility in public debate or fundraising could create much more value for the NGO – even though these goals might not be formulated in a SMART way.
Also, the great thing about recipes is that they are a guideline of doing things – with the wide array of word combinations forming the acronym SMART, the goals can take so many forms that the acronym is not an indicator for quality.
Annotated Bibliography
https://www.mindtools.com/pages/article/smart-goals.htm
Latham, G. P. (2001). The reciprocal effects of science on practice: Insights from the practice and science of goal setting. Canadian Psychology, 42(1), 111.
Locke, E. A. & Latham, G. P. (1990). A theory of goal setting and task performance. Upper Saddle River, NJ: Prentice-Hall.
Litterature
1: George T. Doran: http://community.mis.temple.edu/mis0855002fall2015/files/2015/10/S.M.A.R.T-Way-Management-Review.pdf
2: Harvard Business Review: https://hbr.org/2017/01/3-popular-goal-setting-techniques-managers-should-avoid
