This post provides a snapshot of Fotaki and Hyde’s (2014) article on the dynamics of escalation of commitment and how/why people in organizations become committed to ineffective strategy. The metaphor of “blind spots” is used to explain the psychodynamics of the resistance to change and denial behind being committed to ineffective strategy.
The bottom line is that sometimes escalation of commitment to ineffective strategies arises from the fears organizational members have about losing the image of “success” they hold for the organization, organizational members’ denial of the unrealistic aspects of a proposed project or initiative, or as a response to pressures from communities and society.
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