Navigating Power: How Proximity to Influence Distorts Risk and Decision-Making

In high-stakes environments, the closer you work to major decision-makers, the greater the temptation to silence doubts or anxieties—sometimes without realizing it. This phenomenon is researched in behavioral economics as a form of risk distortion: the more access you have to power, the harder it is to challenge bad ideas, since group loyalty and fear of rocking the boat override independent analysis.

In fast-paced business, decisions might float straight to the founder or CEO without broader input, especially in a culture where their word is final. Over time, systems of honest feedback atrophy, blindspots multiply, and high-profile setbacks emerge—often traceable to warnings ignored because no one wanted to risk a relationship with those 'in the room.' This reinforcing cycle is dubbed the “proximity paradox” by some analysts: closeness brings inside knowledge, but also quietly discourages the dissent that keeps risk in check, unless actively counterbalanced.

Sketch out your team’s real power structure—who gets to call the shots, not just on paper, but in reality. Consult someone you trust about which issues go unspoken around the boss or team lead, and use that intel to nudge for a forum where feedback is welcomed, not penalized. By doing this, you open the gates to surface-level honesty—and better decision-making—no matter how close (or far) you are from the heart of authority.