The Rise of the ‘Anti-Goal’: What Happens When We Stop Measuring Success?

In 2018, Starbucks closed 8,000 stores for racial bias training after a high-profile incident in Philadelphia. While the gesture aimed to address systemic issues, critics questioned whether a half-day workshop could truly dismantle ingrained biases. This moment captures a growing tension in organizational culture: Can we solve complex human challenges through checklists and metrics alone? A counter-movement is emerging—one that prioritizes cultural evolution over spreadsheet victories. Welcome to the age of the “anti-goal.”
When Measurement Backfires
The corporate world has long worshipped at the altar of metrics, fueled by mantras like “If you can’t measure it, you can’t manage it.” But as Forbes contributor Liz Ryan argues, this approach often becomes “an inherently fear-based process” that prioritizes CYA (Cover Your Ass) tactics over genuine progress. Employees waste hours quantifying every keystroke while customers endure clunky, metric-driven experiences.

The problem isn’t measurement itself—it’s measurement as a substitute for critical thinking. Nobel laureate Daniel Kahneman’s research on “fast thinking” explains why: Our brains default to shortcuts, favoring easily quantifiable data over nuanced truth. When applied to workplace culture, this leads to surface-level fixes like mandatory training hours logged, rather than addressing deeper systemic issues.
Case Study: The BEAM Framework
SHRM’s BEAM (Belonging Enhanced by Access Through Merit) model offers a blueprint for anti-goal success. Instead of diversity quotas, it focuses on dismantling barriers through:
Skills-first hiring using AI tools to bypass pedigree bias

Continuous calibration via performance data and feedback loops

Access expansion to nontraditional talent pools like vocational programs
As SHRM CHRO Jim Link notes, this shifts inclusion from a “moral imperative” to a strategic advantage—measuring outcomes like innovation and retention rather than headcounts.

The Mental Health Paradox
Workplace mental health initiatives face similar measurement pitfalls. While companies track EAP usage rates, employees often avoid these services due to stigma or inadequate support. Forward-thinking organizations now prioritize:
Anonymous well-being surveys framed around wellness, not illness
Process metrics like participation in stress-reduction workshops
Qualitative feedback loops to rapidly adjust programs
As Rachael Steimnitz of NAMI-NYC observes: “Perfect is the enemy of good; it’s important to start somewhere”.

Conclusion
Anti-goals don’t reject measurement—they redefine it. Key principles include:
Measure cultural indicators, not just outputs (e.g., psychological safety vs. training hours).
Embrace iterative learning over rigid KPIs.
Trust human judgment where algorithms falter.

As Starbucks learned, lasting change requires moving beyond performative metrics to foster environments where slow, deliberate thinking overrides bias. In a world obsessed with dashboards, sometimes the bravest move is to close the spreadsheet—and start listening.

References
https://www.forbes.com/sites/lizryan/2014/02/10/if-you-cant-measure-it-you-cant-manage-it-is-bs/
https://www.gallup.com/workplace/235139/starbucks-anti-bias-training-last.aspx
https://www.forbes.com/sites/forbeseq/2024/08/01/measuring-success-are-your-workplace-mental-health-initiatives-effective/