Abstract
Business gurus recommend that an organization should have, in addition to clearly described realistic goals, also additional aspirational goals—goals for which we may not have resources and which most probably will not be reached at all. At first glance, adding such a vague goal cannot lead to a drastic change in how the company operates, but surprisingly, for many companies, the mere presence of such aspirational goals boosts the company’s performance. In this paper, we show that a simple geometric model of this situation can explain the unexpected success of aspirational goals.
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Reference
C. Hart, How do aspirations matter? J. Hum. Dev. Capab. 17(3), 324–341 (2016)
Acknowledgements
This work was supported in part by the National Science Foundation grants 1623190 (A Model of Change for Preparing a New Generation for Professional Practice in Computer Science), and HRD-1834620 and HRD-2034030 (CAHSI Includes), and by the AT&T Fellowship in Information Technology.
It was also supported by the program of the development of the Scientific-Educational Mathematical Center of Volga Federal District No. 075-02-2020-1478, and by a grant from the Hungarian National Research, Development and Innovation Office (NRDI).
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Kosheleva, O., Kreinovich, V. (2023). Why Aspirational Goals: Geometric Explanation. In: Ceberio, M., Kreinovich, V. (eds) Uncertainty, Constraints, and Decision Making. Studies in Systems, Decision and Control, vol 484. Springer, Cham. https://doi.org/10.1007/978-3-031-36394-8_44
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DOI: https://doi.org/10.1007/978-3-031-36394-8_44
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