Individuals present themselves cautiously to others in the environment. They don't concentrate on themselves and what they believe is accurate and competent—they are only interested in their organization appearing competent. Escalation of commitment is about decision making that usually comes in a form of a group or individual deciding a course of action. Managers have a responsibility to choose the fate of what a group of people have been working on. A manager who decides to back a team out of a project isn't concerned that the project failed, they are concerned that team members may think the manager is incompetent. Studies that tested this phenomenon included factors such as policy resistance, job insecurity (Fox & Staw 1979), and audience size (Rubin & Lang 1981). All showed a spike in commitment when these realistic factors are present. This mental and emotional response is referred to as the face-saving effect. Individuals who are responsible for others are constantly checking themselves to assure that their actions and beliefs are parallel to the expectations for their viewers. One's social identity to the public can decide your fate. For example, a team can identify a level of commitment and personal connection to an idea or project. Team members consistently use statements like "that project is Bob's baby," or "oh, we had the same idea." Both ends of the spectrum are crucial to how others view and analyze a situation, especially something that failed.