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It shouldn’t be surprising that making good decisions about quitting requires mental time travel since the worst time to make a decision is when you’re in it.
|
30 |
 |
…a common misconception about quitting… [is that] We are reluctant to walk away when we should because we have the feeling that doing so will slow our progress or stop it altogether.
|
32 |
 |
By not quitting, you are missing out on the opportunity to switch to something that will create more progress toward your goals.
|
32 |
 |
…the sunk cost effect causes people to stick in situations that they ought to be quitting.
|
89 |
 |
…past history with a decision can influence you to escalate commitment when someone fresh to the decision might quit.
|
100 |
 |
If you are able to cut your losses earlier, it’s a huge win. An added bonus is that it frees you up so you can turn your limited attention and resources to more fruitful endeavors that have a higher expected value, reducing opportunity costs.
|
113 |
 |
We prefer the illusion of progress to having to quit and admit defeat.
|
114 |
 |
…kill criteria… [is] one of the best tools for helping you figure out when to quit closer to on time.
|
116 |
 |
…when you set out clear kill criteria in advance and make a precommitment to walk away when you see those signals, you are just more likely to follow through, even when you are losing.
|
127 |
 |
In large part, we are what we do, and our identity is closely connected with whatever we’re focused on, including our careers, relationships, projects, and hobbies. When we quit any of those things, we have to deal with the prospect of quitting part of our identity. And that is painful.
|
132 |
