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　　As anyone who has tried to lose weight knows, realistic goal-setting generally produces the best results.

 

　　任何試圖減肥的人都知道，設(shè)定現(xiàn)實的目標(biāo)會產(chǎn)生好的結(jié)果。

 

　　That's partially because it appears people who set realistic goals actually work more efficiently, and exert more effort, to achieve those goals.

 

　　這部分是因為那些設(shè)定現(xiàn)實主義目標(biāo)的人實際上能更有效的工作，并投入更多的努力以實現(xiàn)那些目標(biāo)。

 

　　What's far less understood by scientists, however, are the potentially harmful effects of goal-setting.

 

　　然而，科學(xué)家們對于目標(biāo)設(shè)定的潛在危害性卻知之甚少。

 

　　Newspaper relay daily accounts of goal-setting prevalent in industries and businesses up and down both Wall Streat and Main Street, yet there has been surprisingly little research on how the long-trumpeted practice of setting goals may have contributed to the current economic crisis, and unthical behavior in general.

 

　　報紙每天充斥著關(guān)于華爾街和主街上各行各業(yè)普遍設(shè)定業(yè)績目標(biāo)的報道。然而，長期鼓吹的目標(biāo)設(shè)定法是怎樣促成時下的經(jīng)濟(jì)危機(jī)以及普遍的不道德行為，相關(guān)研究出奇的少。

 

　　“Goals are widely used and promoted as having really beneficial effects.

 

　　賓夕法尼亞大學(xué)沃頓商學(xué)院的副教授莫里斯.思維策爾說：目標(biāo)設(shè)定的方法因其有利的影響而被廣泛應(yīng)用和提倡。

 

　　And yet, the same motivition that can push people to exert more effort in a constructive way could also motivate people to be more likely to engage in unethical behaviors, ”says Maurice Schweitzer, an associate professor at Penn's Wharton School.

 

　　能推動人們建設(shè)性的付出更多努力的動機(jī)同樣能刺激人們從事不道德的行為。

 

　　“it turns out there's no economic benefit to just having a goal-you just get a psychological benefit," Schweitzer says. "but in many cases, goals have economic rewards that make them more powerful."

 

　　事實證明，僅僅設(shè)定目標(biāo)并不會產(chǎn)生經(jīng)濟(jì)效益-你獲得只是心理上的安慰，Schweitzer說，在很多情況下，目標(biāo)具有經(jīng)濟(jì)回報是其更加強(qiáng)大的原因所在。

 

　　A prime example Schweitzer and his colleagues cite is the 2004 collapse of enerage-trading giant Enron, where managers used financial incentives to motivate salesmen to meet specific revenue goals. The problem, Schweitzer says, is the actual trades were not profitable.

 

　　S和他的同事們引用的一個典型例子是2004年能源貿(mào)易巨頭安然公司的倒閉，公司的經(jīng)理們用財務(wù)獎勵來激勵銷售人員達(dá)到特定的銷售目標(biāo)，他指出，問題在于這些交易實際上無利可圖。

 

　　Other studies have shown that saddling employees with unrealistic goals can compel them to lie, cheat, or steal. a

 

　　其他研究表明讓員工背負(fù)不切實際的目標(biāo)會迫使他們說謊，欺騙或者盜竊。

 

　　such was the case in the early 1990's when Sears imposed a sale quota on its auto repair staff. it prompted employees to overcharge for work and to complete unnecessary repairs on a companywide basis.

 

　　這樣的例子有：在20世紀(jì)90年代早期，希爾斯公司強(qiáng)加給其汽車修理工一個銷售定額，結(jié)果導(dǎo)致全公司員工多收費和進(jìn)行不必要修理的行為。

 

　　Schweitzer concedes his research runs counter to a very large body of literature that commends the many benefits of goal-setting.

 

　　Schweitzer承認(rèn)他的研究與大量稱贊目標(biāo)設(shè)定有諸多益處的文獻(xiàn)箱抵觸

 

　　。Advocates of practice have taken issue with his team's use of such evidence as news accounts to support his conclusion that goal setting is widely over-prescribed.

 

　　對于Schweitzer的團(tuán)隊僅僅使用新聞報道作為證據(jù)來支持自己的結(jié)論--目標(biāo)設(shè)定普遍被濫用 ，目標(biāo)設(shè)定行為的支持者們提出了質(zhì)疑。

 

　　In a rebuttal paper, Dr. Edwin Locke writes :"Goal setting is not going away. Organizations cannot thrive without being focused on their disired end results any more than an individual can thrive without goal to provide a sense of purpose."

 

　　在一篇反駁Schweitzer的文章中，Dr. Edwin Locke 寫到：“目標(biāo)設(shè)定的行為不會消失，不能集中精力朝著期望的最終目標(biāo)前進(jìn)的組織不能繁榮發(fā)展，就像沒有帶給自己使命感個人不能茁壯成長一樣。

 

　　But Schweitzer contends the "mounting causal evidence" linking goal-setting and harmful behavior should be studied to help spotlight issues that merit caution and further investigation. "Even a few negative effects could be so large that they outweigh many positive effects," he syas.

 

　　但是， Schweitzer 主張應(yīng)該研究聯(lián)系目標(biāo)設(shè)定和有害行為之間的”越來越多的因果證據(jù)“，以凸顯那些應(yīng)該值得警覺和進(jìn)一步研究的問題。他說道，即使少量的負(fù)面影響也可能蓋過其正面影響。

 

　　”Goal-setting does help coordinate and motivate people. My idea would be to combine that with careful oversight, a strong organizational culture, and make sure the goal that you use are going to be constructive and not significantly harm the organization,“  Schweitzer says.

 

　　Schweitzer 表示：”目標(biāo)設(shè)定卻是有助于協(xié)調(diào)和激勵人。我的觀點是將其與仔細(xì)的監(jiān)督和一個強(qiáng)大的組織文化結(jié)合起來，并且確保你的目標(biāo)具有建設(shè)性，不會給組織帶來巨大危害。“