If we engage in resulting, we reward bad decisions that lead to good outcomes. Conversely, we change good decisions merely because they produced a bad outcome. We start shaking things up, reorganizing departments, or firing or demoting people. As one study shows, National Football League (NFL) coaches change their lineup after a one-point loss, but don’t change it after a one-point win—even though these minor score differences are often poor indicators of player performance.42
