Stretch goals have enduring appeal, but are the right organisations using them?

Stretch goals are risky yet regularly used in healthcare and many other industries. They can be valuable, but only when an organisation has both strong recent performance and available slack resources to devote to goal pursuit. Under other conditions, stretch goals tend to be demotivating and destructive. We explain the paradoxical nature of stretch goals, whereby the organisations least likely to benefit from them are most likely to adopt them, and offer guidance on how healthcare leaders can tailor their goal setting practices to conditions most likely to lead to successful outcomes.