The Working Week 119

This Week, Wayne talks to Adam Galinsky, the Kaplan Professor of Ethics and Decision in Management at Kellogg School of Management, about the nature of decision-making in organisations and why it can be so hard to reverse poor decisions.

A decision is made to invest in a project or initiative but the results don't meet expectations. What happens next? Very often, the organisation allocates further resources despite all the signs that the course of action they're following is failing.

Even when one individual made the initial poor decision and a different individual is faced with deciding whether to continue along the same path or perform a U-turn, the outcome tends to be that the organisation continues to back the failing initiative. But why? The answer seems to lie in the notion of vicarious entrapment.

Subscribe Links

Share this: 

SOMETHING TO SAY ABOUT THIS? TELL US HERE