Dismount a dead horse

Humans and organisations often struggle to let go of failing endeavours, wasting time, energy and resources instead of embracing inevitable change.

This phenomenon, known as the “dead horse theory”, highlights the tendency to persist on doomed efforts rather than admit failure and move forward.

Whether in personal relationships, business or government, people often invest heavily in unsuccessful strategies, refusing to acknowledge that some situations cannot be salvaged.

The consequences of this unwillingness to change can be severe, leading to prolonged suffering, financial losses and missed opportunities.

One of the clearest examples of this behaviour is seen in failing marriages. Oftentimes, couples remain in toxic or even abusive relationships due to fear or societal pressure.

Instead of admitting that their marriage has irrevocably broken down, they engage in ineffective attempts at reconciliation, such as attending counselling sessions without genuine commitment to change or staying together solely for the sake of their children.

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While these efforts may provide temporary relief, they rarely address the underlying issues. As a result, both partners — and often their children — suffer emotional distress, while valuable years of their lives are spent in unhappiness.

In some cultures, societal pressure forces individuals to remain in such situations, fearing judgement or the stigma associated with divorce. Just acknowledge reality, part ways amicably and seek new, fulfilling paths.

Businesses, too, fall victim to this mindset. Companies frequently continue pouring money into failing projects rather than cutting their losses and pivoting towards more viable endeavours.

Still remember BlackBerry, once a dominant force in the phone industry. As consumer preferences shifted towards touchscreens, BlackBerry clung to its physical keyboard, convinced that its customers will resist change. Instead of adapting to the evolving market, the company persisted on its outdated approach, leading to its demise.

Had BlackBerry embraced the industry shift earlier, it might have maintained its relevance.

Beyond product failure, businesses also struggle with ineffective management practices. Struggling businesses often attempt to solve their problems by hiring consultants, restructuring teams or implementing policy changes instead of addressing core issues. Companies suffering from toxic work cultures often resort to cosmetic solutions, such as team-building workshops or motivational seminars, rather than addressing deeper structural issues such as poor leadership, unfair practices or lack of employee engagement.

Similarly, businesses offering products that fail to meet consumer needs may decide to embark on aggressive marketing instead of refining their products. These are some of the examples of a riding dead horse. Governments and policy-makers are no exception. Despite clear evidence that certain policies are failing, politicians and bureaucrats frequently refuse to abandon them, fearing backlash, loss of credibility or acknowledging past mistakes.

Economic policies that repeatedly fail to stimulate growth, education reforms that do not improve literacy rates and healthcare systems that remain ineffective are all examples of dead horses that governments refuse to dismount.

Harare City Council exemplifies this tendency. While other cities across the globe innovate and modernise their infrastructure, Harare continues to fund outdated, inefficient systems instead of implementing forward-thinking solutions.

For instance, instead of investing in modern sewer systems, the local authority throws money on patchwork repairs and inefficient bureaucratic processes.

As a result, residents continue to endure poor service delivery while public funds are wasted on short-term fixes rather than sustainable improvements.

Several factors contribute to this reluctance to abandon failing endeavours. One major factor is the sunk cost fallacy — the belief that because significant time, money, or effort has already been invested in something, abandoning it would mean accepting a loss. This mindset keeps individuals and organisations trapped in a cycle of wasteful investment, even when further effort is futile.

Fear of failure and reputational damage also play a role. Admitting that a marriage, business or policy has failed can be humiliating, particularly in cultures that stigmatise failure. Many people prefer to maintain the illusion of success rather than face the reality of change. This reluctance to accept failure can lead to prolonged suffering and stagnation instead of allowing individuals and institutions to learn, grow and pursue better opportunities.

Comfort and inertia further reinforce this pattern. Change is often daunting and the uncertainty of a new path can feel overwhelming.

Even when a failing endeavour is causing distress, it may still seem preferable compared to the unknown. However, avoiding necessary change only delays the inevitable and often leads to greater losses in the long run.

The theory serves as a reminder that knowing when to let go is a critical skill. Whether in personal relationships, business, or government, clinging to ineffective solutions only leads to wasted resources and missed opportunities.

Instead of stubbornly persisting with failing strategies, individuals and organisations should cultivate the courage to accept reality, make bold decisions and seek better alternatives.

Admitting failure is not a sign of weakness — it is an act of wisdom and progress. Recognising when something is beyond saving and choosing to move on allows for personal growth, financial stability and institutional efficiency.

Those who master this ability position themselves for success, while those who remain trapped in failing endeavours risk stagnation and long-term consequences.

In a rapidly changing world, adaptability and the willingness to embrace new possibilities are the keys to thriving. Dismount a dead horse now!

• Cliff Chiduku is the director of marketing, information and public relations at Manicaland State University of Applied Sciences in Mutare. He writes here in his personal capacity. He can be contacted on cchiduku@gmail.com or call/app +263775716517.