Why It's So Hard to Pull the Plug on a Failing Project

Why is it that even when the evidence suggests that the plug should be pulled, projects go on and on? Merck, for example, continued to market Vioxx in the face of evidence that the drug had harmful, sometimes fatal, side effects. The Denver baggage handling project continued for a decade after evidence mounted that the "line balancing" problem was unlikely to be resolved. And what about the Columbia shuttle that never should have been launched? This article explains six reasons why these plugs are so hard to pull. How about your company? Would it be difficult to pull the plug on a failing project before even more damage is done?

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