문제 2A rational approach to decision-making dictates that only future costs and benefits should influence a choice, since resources already spent cannot be ①recovered regardless of what is decided next. In practice, however, people routinely allow such irrecoverable expenditures, known as sunk costs, to shape their subsequent decisions, a pattern referred to as the sunk cost fallacy. A moviegoer who finds a film thoroughly ②disappointing after the first thirty minutes will often remain in the theater until the credits roll, reasoning that leaving early would somehow waste the money already spent on the ticket. Organizations exhibit the same fallacy on a larger scale: a company that has invested heavily in a failing project frequently ③abandons funding it, arguing that stopping the project now would render the prior investment meaningless. Yet continuing to invest in a venture destined to fail merely adds new losses to old ones, ④compounding the very waste the decision-makers hoped to avoid. Economists therefore urge decision-makers to evaluate each choice based solely on its prospective outcomes, treating past expenditures as ⑤irrelevant to the decision at hand.