Gary P. Latham is a professor at the business school of the University of Toronto, where he has spent his career studying goal pursuit — how people successfully accomplish goals. His first article appeared in 1973, “Effects of Goal Setting and Supervision on Worker Behavior in an Industrial Situation.” Over fifty years later he is still publishing (Budworth & Latham, 2025). He has authored around 200 articles and is among the most highly cited scholars in his field, with over 1,000 citations annually in recent years in Web of Science and more than 100,000 on Google Scholar. In short, Latham is a highly successful, highly cited scholar who remains deeply invested in his work.
While Latham has studied goal pursuit from many angles, one line of his research drew on Bargh’s automaticity model. Bargh proposed that behavior can be influenced by situational cues, or primes, without a person’s awareness. The classic study that seemed to demonstrate this showed undergraduates words related to the elderly and then found them walking more slowly afterward (Bargh et al., 1996). It took more than a decade for a replication failure to be published (Doyen et al., 2012) — which does not mean it was the first failed attempt. Colleagues had informally shared that they could not reproduce the finding, but such results were practically impossible to publish. So it was big news when a failure finally appeared in print.
Meanwhile, Daniel Kahneman — who had won the Nobel Memorial Prize in Economics — published a popular book that featured priming studies as strong evidence that behavior is shaped by stimuli outside awareness (Kahneman, 2011, Thinking, Fast and Slow). Kahneman later sent Bargh an open letter asking for new replication studies to establish that priming actually works. Bargh did not produce a convincing demonstration, and as other researchers ran their own replications, many failed.
During the replication crisis, while priming was faltering in basic social psychology, Latham was still running priming studies — and in his, it worked (Itzchakov & Latham, 2020). Social psychologists paid little attention to these successes in applied organizational research. I became aware of them only when I searched for strongly supported effects within a meta-analysis of over 800 priming results (Dai et al., 2023), which led me to examine organizational priming more closely.
Latham even wrote an article titled “The Effect of Priming Goals on Organizational-Related Behavior: My Transition from Skeptic to Believer.” He built priming into his theory of goal-directed behavior — even after serious doubts about the underlying phenomenon had taken hold in social psychology (Chen, Latham, & Itzchakov, 2021; Latham & Locke, 2018).
Bargh himself took notice, and welcomed the finding that priming appeared to produce strong effects in real-world settings:
“The research reviewed in Chen et al.’s (this issue) meta-analysis shows that a person’s goal pursuits and motivational states can be induced by external means, or ‘primes’, and then operate in much the same way as if the person made a conscious intention to pursue that goal. Previous demonstrations of this phenomena in psychology laboratories are now extended to real life organizations and settings and shown to produce even stronger effects than before” (Bargh, 2021).
These seemingly robust priming effects in organizational research piqued my curiosity, but I was skeptical — as Latham himself had been, before he turned from Saul to Paul. So I looked more closely at the evidence for priming effects on task performance. What could explain stronger, more robust results in organizational settings than in social psychologists’ own laboratories?
The Secret Sauce: Sample Size?
Priming is not a single, well-defined phenomenon. Studies vary along many dimensions — often called moderators — and even similar-looking studies can produce different results. Why did Bargh et al. (1996) find effects of elderly primes on walking speed across two studies, while Doyen et al. (2012) found nothing?
One obvious reason is chance. Every experiment is a gamble, because its outcome is shaped by sampling error — especially in small samples. A few disinterested participants can drag down the group primed to succeed; in the next study, that same kind of participant lands in the control condition and inflates the apparent effect. Small samples were the norm in priming research (Kahneman, 2017). Many studies were noisy gambles. What made this a crisis rather than mere noise is that the wins were published and the losses mostly were not (Shanks & Vadillo, 2021; Sterling et al., 1995).
To produce reliable evidence, either the effect has to be large or the sample has to be large enough to overcome chance. So the first plausible explanation for more robust organizational results is that researchers in this area — Latham among them — simply used larger samples. Call this the Sample Size as Moderator hypothesis.
We can test this against the most recent meta-analysis of organizational priming. The open dataset contains 69 effect-size estimates (Latham, Chen, Piccolo, & Itzchakov, 2023). Of these, 31 (45%) are statistically significant at the conventional α = .05 — barely above the 38% found across priming studies generally (Dai et al., 2023). A seven-point gap is no evidence that organizational priming is more robust; both literatures show priming failing about as often as it succeeds. Larger samples are not the secret sauce.
The Secret Sauce: Picture Priming?
Latham et al. (2023) aimed to include every study of priming in organizational settings. A large share came from Latham and his close collaborators — Shantz, Stajkovic, Itzchakov, Piccolo — as their co-authorships show. And when the dataset is broken down by lab, the pattern splits sharply. Studies from Latham and his collaborators succeed 78% of the time. Studies from every other lab succeeded only 24% of the time.
So it is not organizational settings that make priming robust. The effect is not a property of the field; it is a property of one group of researchers. What makes their studies different?
One possibility is the prime itself. Perhaps priming really is context-dependent, and Latham’s group happened onto a type of prime that works where others fail. There are a few candidates to consider. Some studies used subliminal words flashed briefly on screen — attractive because the stimulus is unambiguously outside awareness, but, at least in behavioral priming, apparently ineffective (Schimmack, 2026). Others embedded words in tasks such as scrambled sentences. Participants processed these consciously yet, in interviews, did not believe the words had influenced them — and in many cases they were right: the significant results were chance findings that did not replicate (Schimmack, 2026; Shanks et al., 2013; Shanks & Vadillo, 2019). Neither of these prime types survives scrutiny. But Latham’s signature manipulation was neither subliminal nor verbal. It was a picture.

In the seminal field study by Shantz and Latham (2009), 80 employees were randomly assigned to a control condition and a priming condition. The prime was a picture of a runner winning a race. The priming result was statistically significant, F(1, 77) = 4.95, but not remarkable. The effect-size estimate was moderate, d = .43, with a wide confidence interval ranging from .05 to .93. Notably, Shantz and Latham (2011) also obtained a significant result in a replication study with only a quarter of the sample size, total N = 20, t(18) = 2.23, p < .05. A second replication study with 44 participants was also significant, t(42) = 2.04, p < .05.
Studies with modest effect sizes and small samples are likely to produce non-significant results at some point (Schimmack, 2012). I asked professor Latham whether there were any unpublished studies with non-significant results. He replied that this was not the case.
“All my priming studies worked probably because I do pilot studies”
—Latham, personal communication, July 30, 2026
Even without non-significant results, the published estimates probably benefit from inflation. With three independent studies the t-values should vary with a variance near 1. Here the variance of 2.23, 2.23, 2.04 is only 0.01. This is what the Test of Insufficient Variance (TIVA; Keiner & Renkewitz, 2019; Schimmack, 2015) is built to detect: a simulation with t-tests and matching degrees of freedom puts the probability of variance this small or smaller at about 1%. A representative set of studies would have produced some non-significant results — and, for these sample sizes, a lower average effect size.
The Secret Sauce: Feedback as Moderator
The studies with the strongest effects in Dai et al.’s meta-analysis came from Itzchakov and Latham (2020), which reported four studies. Importantly, the main hypothesis was not simply that primes influence behavior. It was that the effect of primes is moderated by performance feedback — primes should work more strongly when paired with feedback.
Supporting this requires a significant interaction, and all four studies delivered one. Once more, luck seems to have helped: the four interaction t-values cluster implausibly tightly, with a variance of 0.014. With samples near 200 the test statistics are effectively normal, so the analytic test suffices: a variance this small has probability p = .002.
More important are the results for the no-feedback condition that replicates the previous studies. Across the four no-feedback contrasts, three were null (d = 0.35, −0.14, −0.02) and one was significant (Study 4, d = 0.71). Pooled, the no-feedback effect is d = 0.13, with a 95% confidence interval spanning zero, [−0.10, 0.36]. The condition that most directly reproduces the original Shantz and Latham design — a picture prime and nothing else — shows essentially no effect once the four studies are combined.

In other words, Itzchakov and Latham had four opportunities to reproduce Latham’s foundational priming effect in the no-feedback conditions. Three produced nothing, one was significant, and pooled across all four the effect is indistinguishable from zero (d = 0.13, [−0.10, 0.36]). None of this was reported as a replication failure. The studies were presented as successes — because the interaction was significant — with the weak no-feedback effects framed merely as smaller than the feedback effects. But a picture prime that does essentially nothing on its own, and appears to work only alongside feedback, is not the phenomenon Latham built his theory on. It is a narrower claim: not that priming works and feedback amplifies it, but that priming may not work at all without feedback.
Whether priming genuinely works in combination with feedback is a question for future studies. There is a plausible mechanism — feedback could make a goal more concrete or more relevant to performance. But that is a far narrower claim than the original one: that a picture prime, by itself, improves work performance.
Conclusion
Latham described himself as a believer. Kahneman was a believer too. In Thinking, Fast and Slow, he asked readers to believe as well:
“Disbelief is not an option. The results are not made up, nor are they statistical flukes. You have no choice but to accept that the major conclusions of these studies are true.”
Years later, he recanted. In 2017 Kahneman wrote, “I placed too much faith in underpowered studies.” He had come to see that hundreds of statistically significant findings amount to strong evidence only if the studies are reported honestly. If there is a large file drawer of unpublished failures, the published literature can manufacture the illusion of a robust effect.
The evidence of publication bias in the priming literature is no longer in doubt (Dai et al., 2023). The harder question is whether any priming effect survives once that bias is taken into account. In organizational priming the answer appears to be: maybe, but only under narrow conditions. The evidence does not show that priming reliably changes behavior in general. It shows that some effects may appear in specific settings, with specific primes, specific outcomes, and sometimes only when paired with feedback.
Priming is not the first case of scientists finding compelling evidence for something that was not there. Langmuir called it pathological science: honest researchers, following the ordinary rules of their field, converging on an effect that does not exist (Langmuir, 1953). What makes it pathological is not fraud but conviction. The scientists most likely to fool themselves are the ones most committed to the phenomenon — the believers, driven to demonstrate what they already know to be true. The skeptic who doubts everything rarely produces a striking result; the believer who doubts nothing produces a career’s worth. Feynman put the hazard plainly: “The first principle is that you must not fool yourself — and you are the easiest person to fool” (Feynman, 1974).
Latham called himself a believer. That was the problem.
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