The Commitment Trap: How Rushing Decisions Can Sink Your Project Before It Starts

Have you ever rushed a decision only to regret it later? In megaprojects, this tendency is magnified with enormous consequences. The commitment fallacy describes the dangerous rush to lock in plans before fully understanding risks or alternatives. Once committed, changing course becomes politically and financially difficult, even when problems emerge.

Consider the Pentagon’s initial design during WWII. A hasty site selection nearly ruined the historic Arlington Cemetery’s view. Only political intervention saved the day. This example illustrates how premature commitment blinds teams to better options and risks.

Optimism bias fuels this trap—leaders genuinely believe their project will succeed despite contrary evidence. Add to this strategic misrepresentation, where costs and timelines are deliberately underestimated to secure approval, and you have a recipe for disaster.

This dynamic explains why many projects start on shaky ground. The sunk cost fallacy then kicks in; once significant resources are invested, stopping or changing direction becomes nearly impossible, leading to escalating commitment and ballooning overruns.

Slowing down and committing only after thorough exploration and analysis is key. Asking 'why' and considering alternatives before saying 'go' can prevent costly mistakes and keep projects on track.

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