{
  "title": "In Basel, when should a heavily committed project be stopped?",
  "url": "https://www.shr.swiss/blog/bale-quand-faut-il-arreter-un-projet-deja-tres-engage-en",
  "language": "en",
  "datePublished": "2025-02-28",
  "publisher": {
    "name": "SHR — Swiss Human Resources",
    "url": "https://www.shr.swiss",
    "address": "Esplanade de Pont-Rouge 9A, 1212 Lancy, Suisse"
  },
  "summary": "A costly project is not necessarily one worth continuing. Research helps explain how past investments can distort judgement, without providing an automatic rule for abandonment.",
  "section": "Research",
  "topic": "Complex Management",
  "place": {
    "name": "Basel",
    "region": "Bâle-Ville",
    "country": "CH"
  },
  "keyPoints": [
    {
      "heading": "What the literature establishes",
      "point": "In an experiment involving resource allocation decisions, Barry M."
    },
    {
      "heading": "When past expenditure becomes an argument",
      "point": "Hal R."
    },
    {
      "heading": "The overly hasty conclusion",
      "point": "One might conclude that a struggling project should be stopped as soon as its supporters invoke previous investments."
    },
    {
      "heading": "What these data cannot decide",
      "point": "These studies draw in part on experimental settings that do not reproduce the full complexity of a pharmaceutical portfolio or a logistics investment."
    },
    {
      "heading": "A practical check in Basel",
      "point": "At a Basel pharmaceutical or life sciences company, or a Rhine logistics operator, an exercise linked to the “Management complexe” programme could involve recording the criteria for continuing, redirecting and stopping a project before its next milestone, including projects with international R&D."
    }
  ],
  "sources": [
    {
      "authors": "Staw",
      "year": "1976",
      "source": "Organizational Behavior and Human Performance"
    },
    {
      "authors": "Blumer",
      "year": "1985",
      "source": "Organizational Behavior and Human Decision Processes"
    }
  ],
  "wordCount": 439,
  "image": "https://www.shr.swiss/img/blog-Training-Complex-Management-Basel-bale-quand-faut-il-arreter-un-projet-deja-tres-engage-en.jpg?v=4",
  "translations": {
    "fr": "https://www.shr.swiss/blog/bale-quand-faut-il-arreter-un-projet-deja-tres-engage",
    "en": "https://www.shr.swiss/blog/bale-quand-faut-il-arreter-un-projet-deja-tres-engage-en",
    "de": "https://www.shr.swiss/blog/bale-quand-faut-il-arreter-un-projet-deja-tres-engage-de",
    "it": "https://www.shr.swiss/blog/bale-quand-faut-il-arreter-un-projet-deja-tres-engage-it"
  },
  "relatedPages": {
    "programme": "https://www.shr.swiss/formation-management-complexe-bale",
    "city": "https://www.shr.swiss/formations-ville/bale",
    "blog": "https://www.shr.swiss/blog"
  },
  "citationPolicy": "Citation autorisée avec mention « SHR — Swiss Human Resources » et lien vers l'article."
}