With funding from her family, farah is currently developing a new line of teddy bears for her business, which she hopes will take her company to the next level. at first, she encountered some minor problems with the construction of the teddy bears and spent a fair amount of money engineering a way to enable them to be as she envisioned them to be. unfortunately, she then found out that there was a patent protecting the way the teddy bears arms were connected, so she spent more money redesigning the teddy bears. after an unexpectedly uninterested response from the public in the teddy bears, she decided that they needed to be marketed differently in order to sell. with this in mind, farah allocated more resources to marketing, had the packaging of the teddy bears redesigned, and created a new set of advertising materials. the cost of manufacturing these teddy bears has now exceeded the initial proposed cost by four times, but she is determined to make it work. she is embarrassed by how this has gone but continues to put on a brave front.
what could farah have done differently to avoid an escalation of commitment with her decisions?
a. separate the decision maker from the decision evaluator.
b. find a source of systematic and clear marketing.
c. ensure that the people who evaluate the decisions are the people who originally made them.
d. obtain funding from other sources instead of her family.
e. privately establish a preset level at which the decision is abandoned or reevaluated