Predictable Client Behavior: A Deep Dive

Hey, everyone! Today we’re tackling the fascinating concept of predictable client behavior and what makes it happen. This topic is big, and I’ll just scratch the surface today. We’ll look at some common issues designers face, straight from the Facebook groups: things clients do that leave us scratching our heads. We’ll talk lightly about it today, but there’s so much to this topic. Let’s dive into five areas that can cause frustration in our client relationships—and how we can address them proactively.

1. Choice Overload Decision Paralysis
Clients are overwhelmed by the sheer number of options out there. Barry Schwartz’s book The Paradox of Choice touches on why having too many options actually makes us less happy. Clients think they want more choices or the ability to return items, but studies show that less choice often leads to more satisfaction. Letting your clients know upfront that you’ll simplify the selection process and avoid unnecessary returns will reduce their stress and improve their overall experience.

Decision paralysis occurs when clients become so overwhelmed by the number of choices that they cannot make a decision at all. For example, a client may be faced with dozens of options for kitchen cabinet finishes. They might feel unable to decide because they’re afraid of making the wrong choice, which leads to endless back-and-forth, second-guessing, and ultimately no progress. This is why it’s crucial to narrow down options to avoid overwhelming clients and to guide them confidently towards a decision.

The strategy of creating three options makes decision-making easier—people tend to pick the middle choice. This structure helps clients feel comfortable and supported, as they perceive the middle option to be the “safest” choice. For example, in food sizing, people often choose the medium size because it feels like a good compromise. Similarly, car manufacturers create basic, mid-range, and luxury packages, and many people choose the middle package because it offers more than the base while avoiding the perceived excess of the top-tier. In my experience, high-end buyers often select the premium option, while the average person opts for the middle choice most of the time. This approach simplifies the decision-making process and provides a structured way for clients to feel satisfied with their choices.

2. Outside Opinions
Everyone has a friend, neighbor, or in-law with a strong opinion about their design choices—often causing friction. It’s helpful to preemptively give clients permission to ignore those external opinions. Tell them, “Trust your designer; they’ve done this before.” Setting these expectations can help maintain trust and keep everyone on the same page.

From a client’s perspective, this can be an emotional and confusing experience. Imagine a client feeling confident about their choices, only to have those decisions questioned by well-meaning friends or family. Suddenly, what seemed like a clear path becomes clouded with doubts. This uncertainty can lead to indecision, causing unnecessary delays and frustration for both the client and the designer. By recognizing that these outside opinions can trigger a downward spiral, you can be proactive in addressing the issue before it becomes problematic.

To prepare and prevent clients from falling into this spiral, communicate openly and establish a safe environment where they feel empowered to make decisions without second-guessing themselves. A helpful approach is to say, “I understand that others may have different perspectives, but together we’ve created a plan that reflects your vision and needs.  As your expert- you hired me for my ability to execute and create your unique design.  Other people will have their own perspective eventhough they have not invested any time into learning your greatest desires.  Free advice has no value, it steals your peace.   As your designer,  trust me, you have my permission to let people know that you are avoiding opinions at this time.” 

Brining attention to the outside problem empowers the client to avoid the emotional and confusion that comes with free advice.  By reinforcing their choices in a friendly and personal way, you enshrine trust in your relationship, helping clients feel supported. This not only saves time and money but also fosters a stronger, more productive collaboration.

**YOU ARE COMFORTING STRESS RELIEVER **

Remind your client that they pay you for relieving stress.

** To be able to do your job: they need some guidelines to protect their peace**

Repeat often, this truth is comforting and supports of them during this stressful process. Clients come to you to reduce their stress.  They also need to know when to protect their peace.

3. Optics Increase Value

If you present clients with a price without context, they may shop around because they don’t understand the value of what you’re offering. It’s like waking up in an unfamiliar place—clients need to feel grounded in what they’re buying. Show them what value your product or service provides beyond just the item itself—using imagery, explanations, or examples—so they don’t feel the need to compare.

Ways to improve the optics are with the strategic placement of higher-priced, high-value items near other valuable or prestigious items. This proximity creates an association in the client’s mind, allowing them to apply a higher perceived value to the item based on what it is surrounded by. For example, placing a custom-designed chair next to a luxury coffee table can elevate the perceived value of both items, as the client subconsciously attributes the same level of quality and prestige to all items in that setting.

Sometimes the high-priced item is the way to ground the value in what you provide beyond money. Introducing a high-priced item that you know the client might say no to can actually be a powerful strategy. By including a high-ticket option, you allow the client to experience a sense of control and savings when they choose a lower-priced alternative. This way, they feel like they’ve made a smart decision, which fulfills their desire for value. Additionally, presenting this high-priced item creates a fear of missing out (FOMO) effect—clients may start to consider whether they’re missing out on something special by not choosing it. This reduces the likelihood of them seeking price comparisons outside of the client appointment, as they feel comfortable with their decision and recognize the perceived value in what they chose.

A service level comparison example is like:

• flying on a private jet,
• first class,
• a discount airline.

4. Decision-Making Loops by infinity
Clients often step in and stay in a decision loop without realizing they’ve already made a choice. If they don’t feel the decision is final, they will continue searching, comparing, and second-guessing.

A common scenario where decision loops happen is when shopping for a new car. Many customers visit multiple dealerships, test drive different models, and keep comparing features, prices, and deals. Without a clear structure, this cycle can continue indefinitely, causing frustration and confusion. Car dealerships have addressed this by creating a streamlined process that includes limited-time offers, discounts, and value-added services like maintenance packages. These strategies help create urgency, provide context to the value being offered, and give customers the confidence to make a final decision without feeling the need to keep comparing options endlessly. Similarly, as designers, we can create a structure that provides reassurance and finality, helping clients feel confident and ready to move forward.

This typically happens when discussing budget changes due to future year pricing, seasonal ordering deadlines, or general item availability. Custom pieces and unique, one-of-a-kind purchases often already loaded to incorporate motivating timelines into the ordering process. 

This is why scope creep frequently occurs when the house is already torn up or workers are on site, as clients may feel pressured to make additional changes while everything is in progress.

5. The Forgetting Curve
People forget—a lot. The Ebbinghaus Forgetting Curve explains how memory retention declines over time. After learning something new, we forget about 50% of the information within 24 hours, and up to 70% after 48 hours if there are no attempts to reinforce it. 

For example, after an intense design meeting, clients can easily forget up to 50% of what was discussed by the next day. To counteract this, repeat important information several times, put it in writing, and ensure all decision-makers are present. Don’t expect one partner to relay everything accurately to another.  The design is compromised 100% of the time when you take away the opportunity for the decision maker to be there.

We calculated how much was not conveyed.  More than 50% was reselected every time.  A failsafe can be more communication to reduce forgotten details and misunderstandings. Being boots on the ground in the meeting is VITAL!

6. Internal Biases
Internal biases are powerful drivers of behavior. Familiar is often seen as good, while new can be met with skepticism. There are many internal factors working against the decision-making process that we may not even be aware of, creating subtle resistance and skepticism in clients. These factors often lead clients to second-guess decisions or hesitate on moving forward.

For example, I once worked with a client who was hesitant to choose a unique, modern light fixture for their living room. Even though they initially liked it, they kept coming back to more traditional options. This behavior was influenced by a familiarity bias—they felt safer with something they had seen before. They weren’t aware that this internal bias was creating resistance to the new design, but by recognizing it, I was able to address their concerns and reassure them that the modern fixture would elevate the space.

Here are a few examples of internal biases that influence client decisions:

• Familiarity Bias: Clients tend to choose what feels familiar to them, even if a newer option might be better. They may feel more comfortable sticking to what they know, which can cause hesitation around innovative or unique design choices.
• Loss Aversion: People often fear losing something more than they value gaining something of equal value. This means clients may resist change if they perceive even a slight risk of a negative outcome, such as being unhappy with a new design element.
• Confirmation Bias: Clients may focus on information that supports their existing beliefs and ignore anything that contradicts them. If they’ve heard that a particular material or design trend isn’t “in,” they may resist it even when presented with evidence that it would work well for their space.

Educating yourself on these biases can help you anticipate client reactions and lead them more smoothly through the process.

**YOU ARE COMFORTING STRESS RELIEVER **

Remind your client that they pay you for relieving stress.

** To be able to do your job, they need some guidelines to protect their peace**

If you find yourself frustrated by client behavior—shopping you, questioning your decisions, or forgetting key details—step back and consider what might be missing from your process. Are they lacking context? Do they need more repetition to feel comfortable? Can you anticipate the outside voices that might interfere? By addressing these things proactively, you can create a smoother, more enjoyable experience for both you and your client.