of stress as being crucial to performance under challenging conditions. Habits Habits, defined as "behavioral tendencies tied to specific contexts, such as time of day, location, the presence of particular people, preceding actions, or even one’s mood", habits develop through context, repetition, and reward and interact closely with goals to impact (often negatively) goal attainment. While goal setting can initiate behaviour change, it does appear likely that interventions combining goal setting with habit management strategies through disrupting bad habits by making them harder to fall into are more likely to be successful. Habits also reduce cognitive load and therefore good habit formation may be of benefit in particular to learning goal achievement which is often associated with more complex tasks by freeing up the cognitive resources needed to work towards the learning goal. Affect Realization of goals has an effect on affect—that is, feelings of success and satisfaction. Achieving goals has a positive effect, and failing to meet goals has negative consequences. However, the effect of goals is not exclusive to one realm. Success in one's job can compensate for feelings of failure in one's personal life. Group goals The relationship between group goals and individual goals influences group performance; when goals are compatible there is a positive effect, but when goals are incompatible the effects can be detrimental to the group's performance. There is another factor at work in groups, and that is the sharing factor; a positive correlation exists between sharing information within the group and group performance. In the case of group goals, feedback needs to be related to the group, not individuals, in order for it to improve the group's performance. Goal concordance (agreement) among members of groups as well as concordance across hierarchies in organizations has positive performance impacts. Research evaluating effects of goals on employee commitment found an indirect relationship mediated by employee perception of organizational support, suggesting that leaders directly support goal setting by individual employees. Overall, the available evidence suggests that group goals can have a robust effect on group performance. Less clearly, individual goals may promote group performance if used cautiously as in interdependent groups there is a potential for goal conflict between individual and group goals which could hinder group performance. There does appear to be a need for more work in this area. Values In goal setting terms, values can be defined as trans-situational goals with goals being more