Is the Goal or the Whole the Best Motivator?
By Noah Goldstein, Ph.D.
We’ve all heard the saying that “A journey of a thousand miles begins with a single step.” Such a message can be inspiring for those about to embark on a long and difficult path. But somewhere between their first step and their last, the original inspiration can seem as distant as the finish line, and their motivation to carry on can wane. How can we most effectively encourage people in this situation to continue marching toward their goal without taking a permanent detour?
According to recent research conducted by behavioral scientists Minjung Koo and Ayelet Fishbach (2008), the answer depends on a person’s current level of commitment toward that goal. The researchers argued that when people’s level of commitment to a goal is relatively weak, it is best to point out to them how much progress they have already made toward that goal. In contrast, when people’s level of commitment to a goal is relatively strong, it is best to point out to them how much remains to be done to accomplish the goal.
Koo and Fishbach tested these ideas in a number of domains, including academics, loyalty programs, and donations to charities. For example, in one field experiment, a well known charity organization in South Korea sent out a letter to a number of homes soliciting donations to help AIDS orphans in Africa. The letter detailed that the goal of the organization was to raise approximately $10,000 for this cause. However, half of the letters focused on how much had already been collected, whereas the other half focused on how much would be needed to reach the campaign goal. In both cases, this central number was approximately $5,000.
To examine the role of current level of commitment, the researchers sent half of the letters to those who had already donated to the organization in the past—a relatively high commitment group. The other half were those who had given their name and address to the organization but who had not previously donated—a relatively low commitment group. The results revealed that for those people who had demonstrated relatively high prior commitment to the organization’s fundraising attempts, the letter that focused on how much would be needed to reach the campaign goal yielded a greater percentage of donors and a greater average donation amount than the letter that focused on how much had already been collected. However, just the opposite occurred with those who had demonstrated relatively low prior commitment.
All in all, this research offers insight into the components of the Commitment/Consistency principle. It shows that, for the purpose of motivating action, when a person’s commitment to an initiative, project, or undertaking is uncertain or weak, it is better to emphasize what that person has already done that is goal-consistent. This serves to confirm the existence of a commitment and, thus, the commitment aspect of the Commitment/Consistency principle. But when a commitment is already certain/strong, it is better to emphasize how much remains to be accomplished to reach one’s goal. This emphasizes the consistency aspect of the Commitment/Consistency principle by focusing that person on the implications of the commitment.
Source:
Koo, M., and Fishbach, A. (2008). Dynamics of self-regulation: How (un)accomplished goal actions affect motivation. Journal of Personality and Social Psychology, 94, 183-195.
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