{
  "title": "When should you stop a project you launched yourself?",
  "url": "https://shr.swiss/blog/leadership-quand-arreter-un-projet-que-l-on-a-soi-meme-lance-en",
  "language": "en",
  "datePublished": "2026-05-17",
  "publisher": {
    "name": "SHR — Swiss Human Resources",
    "url": "https://shr.swiss",
    "address": "184 route de Saint-Julien, 1228 Plan-les-Ouates, Suisse"
  },
  "summary": "Perseverance is not always good leadership. Research on escalating commitment explains why a manager may defend an investment more to justify a past decision than to prepare for the future.",
  "section": "Research",
  "topic": "Executive Leadership",
  "place": {
    "name": "Lucerne",
    "region": "Lucerne",
    "country": "CH"
  },
  "keyPoints": [
    {
      "heading": "1. What the literature establishes: responsibility can strengthen commitment",
      "point": "Barry M."
    },
    {
      "heading": "2. The mechanism: giving undue weight to resources already spent",
      "point": "Hal R."
    },
    {
      "heading": "3. The premature conclusion: stopping earlier must always be better",
      "point": "These studies do not demonstrate that all perseverance following a setback is irrational."
    },
    {
      "heading": "4. The limits: an experiment cannot supply a universal stopping threshold",
      "point": "Experimental settings simplify decisions and do not reproduce the full complexity of contractual commitments, technical interdependencies or professional reputation."
    },
    {
      "heading": "5. A practical check in Lucerne",
      "point": "In Lucerne, where tourism, hospitality, regional financial services and industrial SMEs include many family-run businesses with short lines of communication and strong regional ties, close relationships could make it difficult to revisit a decision championed by the leader."
    }
  ],
  "sources": [
    {
      "authors": "Staw",
      "year": "1976",
      "source": "Organizational Behavior and Human Performance"
    },
    {
      "authors": "Blumer",
      "year": "1985",
      "source": "Organizational Behavior and Human Decision Processes"
    }
  ],
  "wordCount": 444,
  "image": "https://shr.swiss/img/blog-Training-Executive-Leadership-Lucerne-leadership-quand-arreter-un-projet-que-l-on-a-soi-meme-lance-en.jpg?v=4",
  "translations": {
    "fr": "https://shr.swiss/blog/leadership-quand-arreter-un-projet-que-l-on-a-soi-meme-lance",
    "en": "https://shr.swiss/blog/leadership-quand-arreter-un-projet-que-l-on-a-soi-meme-lance-en",
    "de": "https://shr.swiss/blog/leadership-quand-arreter-un-projet-que-l-on-a-soi-meme-lance-de",
    "it": "https://shr.swiss/blog/leadership-quand-arreter-un-projet-que-l-on-a-soi-meme-lance-it"
  },
  "relatedPages": {
    "programme": "https://shr.swiss/formation-leadership-excellence-lucerne",
    "city": "https://shr.swiss/formations-ville/lucerne",
    "blog": "https://shr.swiss/blog"
  },
  "citationPolicy": "Citation autorisée avec mention « SHR — Swiss Human Resources » et lien vers l'article."
}