The hidden 90%: How our brain really makes decisions
“We like to think of ourselves as logical and rational, but that’s only partly true,” said Smith. “If you think your customers are making purchasing decisions based on price and logic, you’re missing 90% of the picture.”
Research by Daniel Kahneman showed that about 90% of our decisions are fast, subconscious and irrational.
The human brain actually works as three interconnected systems:
- The thinking brain (neocortex), which handles conscious thought, reasoning and analysis.
- The mammalian brain (limbic system), which controls emotions, memories and – crucially – decision-making. Most decisions are made here, not in the thinking brain.
- The reptilian brain (the oldest part), which governs survival functions and instinctive reactions (like jumping when startled).
“All sensory information first passes through the emotional brain, which applies an emotional filter before the thinking brain gets involved. That means we often feel before we think,” explained Smith.
“This is relevant to clubs and resorts because these instincts continue to shape our everyday decisions. For example, people subconsciously feel safer if they see other people. Conversely, empty, open environments can make people feel unsafe.”
What golf clubs and resorts often get wrong
- Arrival anxiety: Humans hate feeling lost, confused or exposed, so poor signage or unclear direction can trigger ancient survival instincts, where people feel vulnerable.
“The arrival experience is critical,” Smith continued. “Some visitors, especially women, may even leave before entering if they feel unsafe.”
- Dark entrances = Danger: Many clubs have dark, enclosed entrances you can’t see through. These subconsciously trigger a fear response because humans evolved to avoid entering dark spaces such as caves – these environments historically meant danger.
“It’s why modern hotels and shops have open, glass entrances and bright lighting to counter this primal fear,” explained Smith.
- Threatening silence: When a visitor steps inside a new space, their reptilian brain is running a quick safety check. If the environment is silent, staff members are unfriendly or there’s no clear focal point, the unconscious instinct is to retreat.
“People are territorial animals and entering a new space can feel threatening. So, a warm greeting, friendly staff and a clear welcome point, like a reception desk, immediately does the opposite, signaling safety and belonging.”
- Interior design = cost of exclusion? Humans subconsciously look for signals of belonging. When entering a space, if visitors don’t see themselves reflected in the environment, they feel like they don’t belong, and they will not stay, spend or return.
“Many clubs and clubhouses have been designed by men for men – and this is a critical commercial blunder that needs to change,” said Smith. “This feeling of representation doesn’t just apply to potential women members but to families, younger people and diverse groups who might otherwise be your highest-spending demographics.”
- Customer feedback dominated by confirmation bias: This is where people justify emotional and instinctual feelings with seemingly logical, trivial explanations.
“Customers often can’t explain why they feel uncomfortable,” Smith cautioned. “They know they feel bad, but their thinking brain forces a logical explanation. They might tell a manager “the service was slow” or “the coffee wasn’t great” but the real, non-verbal issue could be layout, harsh lighting or a cold atmosphere.
“If you only fix the slow service and ignore the lighting, the underlying emotional issue remains, and the customer will still be uncomfortable and still won’t return.”
- Friction-filled retail spaces: Clubs – often unknowingly – create unnecessary friction that kills impulse sales. For instance, requiring a customer to walk to another part of the clubhouse just to buy a chocolate bar for their round. This adds effort, making the purchase less likely.
“We are lazy creatures,” declared Smith. “This is not an insult; it’s a core rule of commerce. If something is easy, we are much more likely to do it.
“To capture high-margin revenue, you must reduce the effort required to buy. Put impulse items where people are already congregating. Have QR codes on tables so customers can order directly, without having to stand up or find a member of staff.”
Three key fixes that help drive revenue
Smith concludes that since human behaviour is driven far more by emotion and instinct than logic, the ultimate goal is simple: If a place feels safe, easy and welcoming, people are much more likely to stay, spend and return.
To capitalise on this science, focus on these three low-cost, high-impact improvements:
- Open and inviting entrances – use bright lighting, open or glass doors and clear visibility inside to immediately counteract the primal fear response.
- Friendly human welcome – from staff who genuinely enjoy interacting with guests. Set up a clear reception point and work on creating an immediate sense of belonging.
- Make spending easy – bring products to the customer, use QR codes on tables for ordering and focus on locating impulse, high-margin items conveniently.
Most profitable businesses understand this psychology. Many golf venues still don’t – but, with relatively simple changes, they could capitalise too.