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The de‐escalation of commitment: predecisional accountability and cognitive processes
Author(s) -
Moser Klaus,
Wolff HansGeorg,
Kraft Alexandra
Publication year - 2013
Publication title -
journal of applied social psychology
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.822
H-Index - 111
eISSN - 1559-1816
pISSN - 0021-9029
DOI - 10.1111/j.1559-1816.2012.01005.x
Subject(s) - accountability , escalation of commitment , psychology , de escalation , action (physics) , social psychology , cognition , public relations , political science , law , physics , quantum mechanics , neuroscience
Escalation of commitment describes the continuation of a course of action in spite of drawbacks and continuing insecurity of goal achievement. To prevent escalation and its associated costs, de‐escalation techniques are valuable. The present study investigates predecisional accountability to an unknown audience as a de‐escalation technique. In addition, the evolution of cognitive processes (reasons for persisting) during escalation is examined. As predicted, predecisional accountability has a de‐escalating effect. In addition, escalation is accompanied by an increase of nonrational reasons for continuing the respective course of action, and decision makers without accountability provide more nonrational reasons for not quitting than those who are held accountable.