It happens every year: A prominent organization bans a practice the public holds dear; an uproar ensues; the organization backs down in the face of bad publicity. So it happened at Toronto’s posh new Ritz-Carlton hotel. The hotel had issued a memo to employees forbidding the wearing of poppies as a reminder of Remembrance Day, November 11, which marks the end of World War I and serves to honour all military veterans. In general, Ritz policy forbids the wearing of any ribbons, pins, or badges that make a statement or support a cause. After complaints and media attention, the poppy ban was withdrawn. About the same time, the international soccer association FIFA initially banned the English team from wearing poppies in a match against Spain and then backed down after a public uproar and an intervention by Prince William.

Imagine the decision process that underpins the Ritz-Carlton policy against wearing ribbons, pins, or badges on one’s uniform. What are some pros and some cons of such a policy? What does this story say about the role of rationality versus emotion in decision making? How do you account for the regularity with which managers reverse themselves on decisions like this?