Featured Product
This Week in Quality Digest Live
Management Features
Knowledge at Wharton
Question your assumptions
Lee Seok Hwai
CEO discretion varies from industry to industry and firm to firm
Arron Angle
Behavior-based quality: How do you act when no one is looking?
Innovating Service With Chip Bell
Great leaders do not reflect but rather radiate energetic passion
Gleb Tsipursky
To survive and thrive, organizations must shift strategically to the best practices of working from home

More Features

Management News
Siemens introduces PCBflow, a secure, cloud-based solution for accelerating design-to-manufacturing handoff for printed circuit boards
Includes global overview and new additive manufacturing section
Tech aggravation can lead to issues with employee engagement, customer experience, and business results
Harnessing the forces that drive your organizations success
Free education source for global medical device community
New standard for safe generator use created by the industry’s own PGMA with the assistance of industry experts
Provides synchronization, compliance, traceability, and transparency within processes
Galileo’s Telescope describes how to measure success at the top of the organization, translate down to every level of supervision
Too often process enhancements occur in silos where there is little positive impact on the big picture

More News

Jill Neimark


Why We Stick With Unsuccessful Tasks: It’s Evolutionary

Monkeys, like humans, persist at tasks they’ve already invested in—even when they don’t succeed

Published: Tuesday, February 9, 2021 - 13:03

If you’ve ever stayed in a relationship too long or stuck with a project that was going nowhere, you’re not alone. Humans are generally reluctant to give up on something they’ve already committed time and effort to. It’s called the “sunk costs” phenomenon, where the more resources we sink into an endeavor, the likelier we are to continue—even if we sense it’s futile.

But why would we engage in such potentially self-defeating behavior?

Georgia State University researchers think two factors may play a role. First, it may be a deep, evolutionarily ancient mechanism that helps us balance overall cost and benefit. Second, it may be influenced by uncertainty about the outcome (you never know; it might work out, so why not keep trying?)

Julia Watzek, a recent Georgia State Ph.D. recipient, and her graduate advisor Sarah F. Brosnan have shown that both capuchin monkeys and rhesus macaques are susceptible to the same behavior, and that it occurs more often when the monkeys are uncertain about the outcome. Their new study, “Capuchin and rhesus monkeys show sunk cost effects in a psychomotor task,” was published recently in Nature’s Scientific Reports.

The monkeys are housed at the university’s Language Research Center, where they have indoor and outdoor areas to live and play in, and participate in entirely voluntary and noninvasive cognitive and behavioral research, says Brosnan, who is affiliated with the Department of Psychology and the Center for Behavioral Neuroscience. In fact, she has worked with some of these monkeys for more than 20 years. “They’re like my second set of kids,” she says.

In the study, 26 capuchin monkeys and seven rhesus macaques got to play a simple video game where they operated a joystick, and they needed to move a cursor onto a moving target and keep it there while the target kept moving. If they were successful, they heard a “whoop” sound that indicated success and got a treat. If their cursor lost contact with the moving target, they didn’t get a reward, and a new round began. After being trained, the monkeys were tested on rounds of either one, three, or seven seconds. “Monkeys have really quick reaction times on these games,” says Brosnan, “so one second to them is actually a long time.”

In fact, Watzek says, “Most rounds lasted only one second. So if you didn’t get a reward after that, it was actually better to quit and start a new round. That would likely get you a treat sooner than if you had kept going.”

The researchers found that both species of monkeys showed sunk cost effects. “They persisted five to seven times longer than was optimal,” says Brosnan, “and the longer they had already tried, the more likely they were to complete the entire task.”

Uncertainty played a large part, because when the monkeys got a signal that additional work was required, they were less susceptible to sunk cost behavior, though they still did demonstrate it.

Studying this phenomenon in animals “teaches us something about how their minds work, as well as our own,” Watzek says.

This is important for several reasons, Brosnan says. First, it suggests that this behavior is likely driven by evolution and deeply embedded across species.

“The epitome of the sunk cost is I’ve invested so much in this, I’m just going to keep going,” Brosnan says. And there may be benefits to this. “Sometimes, you need to have patience,” she says. That helps when you’re foraging for food, hunting prey, waiting for eggs to hatch, seeking a mate, or building a nest or enclosure.

Second, it shows that human capacities like rationalization, or human concerns like not giving up on something we have publicly committed to, are probably not the main drivers of the sunk cost phenomenon.

And third, it reminds us that there is sometimes a good reason to give up.

“We’re predisposed to keep trying,” Brosnan says. “And when we find ourselves sticking with things, we should also be a little reflective. Do I have a good reason to keep trying? Or should I leave with no reward because it will save me more in the long run? That’s really hard to do. But hopefully we can use our cognitive abilities to help us overcome the emotional heartache of occasional sunk costs.”

First published Dec 17, 2020, in the Georgia State University News Hub.


About The Author

Jill Neimark’s picture

Jill Neimark

Jill Neimark is a veteran science journalist and author of adult and children's fiction. A former contributing editor at Discover Magazine, she has also written for Scientific American, Science, Nautilus, Aeon, The New York Times, NPR, Quartz, Psychology Today, The Rumpus, Los Angeles Review, Borderlands, The Massachusetts Review, Cimarron Review, and Construction Literary Magazine.