Source: https:\/\/www.nature.com\/articles\/d41586-020-01918-0<\/a><\/p>\n <\/p>\nshared by: Nugroho J. Setiadi, PhD\r\n\r\nLinkedIn: https:\/\/www.linkedin.com\/in\/nugroho-j-setiadi-8b9b0116\/<\/a>\r\nGoogle citation index: https:\/\/scholar.google.com\/citations?user=7kvetHUAAAAJ#%21<\/a><\/pre>\n
| We\u2019ve all continued to work away on projects that we know are ultimately dead in the water. If you\u2019re a manager, how can you recognize sunk-cost initiatives \u2014 and actually stop before wasting more resources? Start by ensuring that even big decisions are reversible. Recognize business plans for what they really are: experiments. Break large, risky gambles into a series of smaller tests. Clarify your hypotheses, the best ways to test them, and the metrics that will signal whether to persist, pivot, or pause. Then, implement systems that make visible to yourself and other managers what work is being done and how it\u2019s going. This will help you recognize which initiatives are actually adding value, and which aren\u2019t. Finally, keep a list of other projects you want to do, and set a rule that you can\u2019t launch anything until you\u2019ve finished or stopped existing projects. The fear of missing out on something better might help you overpower that feeling of disappointment over something that didn\u2019t pan out. Pulling the plug is always hard, but knowing how and when to do it will help your team become more adaptable, innovative, and resilient in the long term.<\/td>\n<\/tr>\n |
| This tip is adapted from\u00a0\u201cStart Stopping Faster<\/a>,\u201d\u00a0by Darrell K. Rigby et al.<\/strong><\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n <\/p>\n |