Marketing Professor Mary Steffel *09 Is Studying Decision Paralysis

Mary Steffel *09, a professor of marketing at Northeastern University, often reflects on a pivotal moment from her time as a graduate student at Princeton. It wasn’t in a classroom or a lecture hall, but rather on the stage, playing Cinderella in Into the Woods.

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Mary Steffel *09

Courtesy of Mary Steffel *09

In one of the defining scenes, Cinderella is torn between two worlds: one where she lives a life of freedom and independence, and another where she chooses a life with the prince. Night after night, she attends the royal ball, but each time, she runs away before the prince can learn who she really is. Eventually, he grows wise to her routine and spreads sticky tar on the palace steps to trap her. The next time Cinderella tries to flee, her golden slipper gets stuck in the tar. Now confronted with the reality that she cannot move forward, Cinderella opts to leave her slipper behind. By doing so, she delegates the responsibility of deciding whether to pursue her to the prince.

The scene, says Steffel, who leads the Choice and Thought Lab, encapsulates what so many experience in real life: decision paralysis. “We’ve all been there,” Steffel says, “caught in a moment where we feel overwhelmed by a decision, unsure of the best choice to make. It’s the mental tar that prevents us from moving forward.” And like Cinderella, she points out, we sometimes delegate that responsibility to someone else — a friend, a family member, a doctor, or even a salesperson — anyone really, as long as it’s not ourselves.

Through her research, Steffel has uncovered just how common it is for people to pass off tough decisions to others. “It’s a coping mechanism,” she explains. “When people are faced with the weight of making a decision, it can feel easier to put that responsibility on someone else.” And often, it’s not just because of convenience, but rather the fear of making the wrong choice. This is especially true in situations where there are trade-offs involved, or when the stakes are high.

People also delegate decisions to avoid bad outcomes. Passing the buck is “a way of protecting themselves from potential fallout,” she says. “If the decision goes wrong, they can say, ‘I didn’t make that choice.’”

“The key is to help people feel empowered to make decisions, instead of feeling trapped by them.”

— Mary Steffel *09, Professor of marketing at Northeastern University

Complexity also plays a role. When choices are difficult to process or understand, people are more likely to delegate. “This is especially common in medical contexts,” Steffel says. “When treatment options are presented in a confusing or overly complicated way, patients are more likely to defer to their doctors.” Steffel’s studies show that when the information is too complex, people lose confidence in their ability to make the right decision. “It’s not that they don’t want to make the decision — it’s that they feel they can’t,” she says.

Delegating isn’t always bad. “Sometimes, delegation can prevent people from walking away with no decision made,” Steffel says. She cites her work with businesses as an example. When making important retail decisions where customers find themselves feeling uncertain or overwhelmed, having a salesperson step in at the right moment can help them make a purchase.

Steffel, who teaches courses in consumer behavior, marketing and society, and business and social impact, finds people feel more confident about their decisions when the information is clear and accessible. Her work aims to show how an understanding of consumer insights can help solve society’s challenges.

“I think what my research highlights is that we all face these moments of paralysis,” she says. “But with the right tools and support, we can move past them. The key is to help people feel empowered to make decisions, instead of feeling trapped by them.”