Proxy Decision

The proxy decision thinking model centers on "perspective-taking"—analyzing problems and making decisions by stepping into someone else’s shoes. It requires decision-makers to temporarily set aside their own subjective preferences and interests, instead simulating the thought processes, emotional experiences, and needs of another party involved in the decision context. Acting as a “proxy,” they feel and think as that person would. At its core, this approach is about deep empathy. By mentally assuming different roles, decision-makers can overcome personal cognitive biases, gain a more comprehensive understanding of complex issues, anticipate the multifaceted consequences of various choices, and ultimately make more thoughtful and empathetic decisions.

A classic example comes from product design. When developing a smartphone for elderly users, a company's R&D team didn’t rely solely on market research data. Instead, they organized an immersive “proxy” experience for designers: wearing glasses that simulated blurred vision, wrapping tape around their fingers to reduce touchscreen sensitivity, and attempting to use the phone in noisy environments. Through this exercise, designers directly experienced the visual, tactile, and auditory challenges faced by older users. As a result, they identified numerous usability issues that would have been easily overlooked in standard design processes, ultimately creating a truly user-friendly smartphone with simplified operations and a clear interface tailored to seniors’ needs.

Another example stems from organizational management. A department manager encountered widespread resistance when introducing a new performance evaluation system. Initially, he interpreted the pushback as a lack of ambition among employees. Later, applying proxy decision-making, he consciously adopted the perspectives of long-tenured staff, new hires, and mid-performing employees. He realized that veteran employees feared their past contributions might be devalued, new employees worried the standards were too high to meet, and average performers were anxious about increased pressure due to heightened competition. With these insights, the manager revised the plan by adding a transition period and introducing personalized incentive measures for different employee groups, successfully implementing the new system.

• Think from others’ perspectives to achieve deep empathy.
• Simulate how different stakeholders might react before making decisions.
• Helps break through individual cognitive limitations and reveals multiple dimensions of a problem.
• Applicable in areas such as product design, marketing, team management, and business negotiations.
• Role-playing enables more accurate prediction of decision outcomes.