Goal hierarchies and plan revision

This paper examined the effects of goal failure on plan revision. We argued that plans can be conceptualized as hierarchies of interrelated goals, such that broad superordinate goals are progressively subdivided into chains of more concrete subgoals. It was further expected that following negative feedback individuals would be biased to revise their goals by resetting those subgoals which were most closely linked to the point where failure occurred. In Study 1, methodological problems prevented an adequate test of the research hypotheses. Unexpectedly, individuals formulated their plans with revision in mind. In particular, planners tended to overset lower-level subgoals such that minor failures would allow them to still achieve their higher-level goals without revision. These findings were replicated in Study 2. Study 3 again examined goal revision. We utilized an experimental design to achieve more control over the task and plan content. As expected, it was found that goal revision was biased by the structure of the goal hierarchy. In particular, individuals tended to focus on the specific subgoal where failure feedback existed. In doing so, they tended to ignore the overall plan and made changes only to a small section of the goal hierarchy.The authors would like to acknowledge the assistance of Carol Bormann, Keith James, Richard Hollenbeck, and Howard Weiss.