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Organizations often seem to persist with decisions long after any sensible person might have given up. It is thought that such persistence results from foolhardy behaviour by decision makers motivated mainly by emotional factors such as pride and fear of failure. Analyses a case of a failing decision. Concerns a local government department with a reputation for corruption and incompetence. Concludes that although escalation may reflect emotional pressures, persistence is not necessarily irrational. From a practical standpoint, argues that we need to reconsider what we expect from decision makers.

Relatively few women are employed in the so‐called “heavy industries” because the technology acts as a barrier to recruitment. Argues that apparently essential working practices may conceal institutionalized discrimination and massive inefficiency and that it is necessary to “think the unthinkable” and challenge accepted ways of working in order to improve both efficiency and employment opportunities for currently disadvantaged groups.

Discrimination matters Volume 22 Number 2 of Health Manpower Management contains an article with this title by Catherine M. Prest, which outlines the changes in legal restrictions on the eligibility of dismissed employees to pursue unfair dismissal claims. Includes a discussion of recent decisions in this area and assesses the impact of these decisions on personnel practice and disciplinary procedures.