The "Double-Down Syndrome" describes a pattern in which leaders, organizations, and individuals become increasingly committed to a position precisely when evidence suggests they should reconsider it. Rather than revising a mistaken judgment, they reinforce it. They repeat the original claim, defend it more vigorously, and invest additional resources in proving they were right all along. One explanation for this tendency is political survival. Public life rewards consistency far more than it rewards intellectual flexibility. Voters often say they want leaders who are willing to change their minds when presented with new evidence. Yet they frequently interpret such changes as weakness, indecision, opportunism, or dishonesty. As a result, politicians learn an important lesson early in their careers: changing course may be rational, but it can also be politically costly. The experience of President George H. W. Bush is often cited as a prominent example. His famous campaign pledg...
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