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Cascading goal-setting in large organizations can lead to several potential drawbacks. Firstly, it can result in a loss of agility as each level waits for goals to be passed down from the top. This can slow down decision-making processes and hinder the organization's ability to respond quickly to changes. Secondly, it can cause a loss of flexibility as employees at lower levels scramble to keep up with changes initiated from the top. Thirdly, it can block input from frontline employees, preventing their valuable insights from being considered in the goal-setting process. Lastly, it can prevent horizontal connections across departments, leading to siloed working and a lack of collaboration.
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At larger organizations in particular, goal-setting tends to cascade downwards from the executives to the rest of the staff. This can lead to a loss of agility, as each level waits for the waterfall to trickle down from above; and a loss of flexibility, as those downstream scramble to keep up with changes coming from on high. Cascading can block input from frontline employees, and it prevents horizontal connections across departmental lines.
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