2. 考研
  3. [A]Most of us know what it’s like to stay in a job after it’s stopped being satisfying, or to take on a project that’s too big a

[A]Most of us know what it’s like to stay in a job after it’s stopped being satisfying, or to take on a project that’s too big a

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问题    [A]Most of us know what it’s like to stay in a job after it’s stopped being satisfying, or to take on a project that’s too big and be reluctant to admit it. CEOs have been known to allocate manpower and money to projects long after it becomes clear that they are failing. The costs to a person who does not know when to quit can be enormous. In economics it’s known as sunk cost fallacy. While we recognize the fallacy almost immediately in others, it’ s harder to see in ourselves. Why?
   [B]In one of their studies, they put participants into either a promotion or prevention focus. Next, each participant was told to imagine that he or she was CEO of an aviation company that had committed $ 10 million to developing a plane that can’ t be detected by radar. With the project near completion and $ 9 million already spent, a rival company announces the availability of their own radar-blank plane, which is both superior in performance and lower in cost. The question put to CEOs was simple: do you invest the remaining $ 1 million and finish your company’ s plane, or cut your losses and move on?
   [C]Sunk costs are the investments that you’ve put into something that you can’t get back out. They are the years you spent training for a profession you hate. They are the thousands of dollars you spent on redecorating your living room, only to find that you hate living in it. Once you’ve realized that you probably won’ t succeed, or that you are unhappy with the results, it shouldn’ t matter how much time and effort you’ ve already put into something.
   [D]Recent research by Northwestern University psychologists Daniel Molden and Chin Ming Hui demonstrates an effective way to be sure you are making the best decisions when things go awry: Focus on what you have to gain by moving on, rather than what you have to lose. When people think about goals in terms of potential gain, that’s a "promotion focus", which makes them more comfortable making mistakes and accepting losses. When people adopt a "prevention focus" , they think about goals in terms of what they could lose if they don’t succeed, so they become more sensitive to sunk costs. This is the focus people usually adopt, if unconsciously, when deciding whether or not to walk away. It usually tells us not to walk away, even when we should.
   [E]There are several powerful, largely unconscious psychological forces at work. We may throw good money after bad or waste time in a dead-end relationship because we haven’ t come up with an alternative: or because we don’t want to admit to our friends and family, or to ourselves, that we were wrong. But the most likely cause is this innate, overwhelming aversion to sunk costs.
   [F]The two researchers found that participants with a prevention focus stayed the course and invested the remaining $ 1 million roughly 80 percent of the time. The odds of making that mistake were significantly reduced by adopting a promotion focus: those people invested the remaining $ 1 million less than 60 percent of the time. When we see our goals in terms of what we can gain, rather than what we might lose, we are more likely to see a doomed endeavor for what it is.
   [G]As studies by behavioral economists like Daniel Kahnemen and Dan Ariely show, people are gene-rally loss-averse. Putting in a lot, only to end up with nothing to show for it, is just too awful for most of us to seriously consider. The problem is one of focus. We worry far too much about what we’ 11 lose if we just move on, instead of focusing on the costs of not moving on: more wasted time and effort, more unhap-piness, and more missed opportunities.
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答案B
解析 纵观B项、F项，可以得知都与实验相关，并且都出现了一系列数字。B项指出，研究者将实验对象分配进“趋利型关注”和“避害型关注”两个小组，然后让他们在明知项目会失败的情况下，决定是否继续投入剩余的100万美元以完成项目。可以看出．该段主要介绍了实验的具体实施方式。很显然，实验内容部分应该排在前面，即B项排在F项之前。
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