Managing escalation processes in organizations
Author: Ross, Jerry ; Staw, Barry M.INSEAD Area: Organisational BehaviourIn: Journal of Managerial Issues, vol. 3, 1991 Language: EnglishDescription: p. 15-30.Type of document: INSEAD ArticleNote: Please ask us for this itemAbstract: A substantial amount of recent resarch examines why organizations sometimes persist with failing courses of action. The major causes of such escalation can be grouped into project, psychological, social and structural determinants. Much less attention has been devoted to understanding how to effectively manage this phenomenon. In this paper, several escalation management approaches are discussed. The suggestions developed are then linked to different stages of the escalation process. While more research on the value of different suggestions is clearly needed, the framework discussed does provide assistance as to how organizations may avoid becoming drawn into cycles of escalation| Item type | Current location | Call number | Status | Date due | Barcode | Item holds |
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A substantial amount of recent resarch examines why organizations sometimes persist with failing courses of action. The major causes of such escalation can be grouped into project, psychological, social and structural determinants. Much less attention has been devoted to understanding how to effectively manage this phenomenon. In this paper, several escalation management approaches are discussed. The suggestions developed are then linked to different stages of the escalation process. While more research on the value of different suggestions is clearly needed, the framework discussed does provide assistance as to how organizations may avoid becoming drawn into cycles of escalation
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