The Impact Edit: Is the "Fear of Finding Out" Stalling Your Strategy?
We often speak about business strategy and risk through charts, data, and innovations.
But there is a foundational element that doesn’t get enough attention: the human factor.
What if the biggest blocker isn’t a lack of data, but a quiet fear of it?
This bias has a name. Information avoidance. And it is well-documented in both psychology and behavioral economics.
I call it FOFO - the Fear of Finding Out. It’s the silence that falls when a leader asks for metrics on a project everyone suspects is failing. The fear isn’t being wrong. It’s confirming an uncomfortable truth that could force a difficult change.
I hear this theme again and again in conversations with senior executives. FOFO shows up as hesitation to launch a survey, establish a baseline, or dig into a gap that might be bigger than expected. But delay carries its own cost. And the longer leaders wait, the greater the uncertainty.
Research backs this up. When people anticipate "bad news", whether it’s negative feedback or troubling health results, they often shy away from seeking the information.
In other words, avoidance isn’t irrational. It’s human. The risk comes when leaders let that instinct dictate strategy.
Where FOFO Shows Up
The building retrofit meeting where everyone avoids mentioning the air quality audit- because what if it reveals $2M in ventilation fixes?
The supply chain review where "ethical sourcing" gets tabled- because what if the audit uncovers labor violations that force vendor changes?
The product strategy session where lifecycle analysis gets "deprioritized"- because what if it shows your flagship product has a massive carbon footprint?
The CSR budget meeting where impact measurement gets cut- because what if your community programs aren't actually working?
The employee engagement survey that never gets deployed- because what if it confirms the burnout crisis everyone suspects?
The Cost of FOFO
Supply chain disruptions: $43–47M average annual cost per company (Interos)
Poor indoor air quality: 101% increase in cognitive function in well ventilated spaces (Harvard)
Missing sustainability claims: Majority share of CPG growth lost to competitors with credible claims (McKinsey & NielsenIQ)
Employee disengagement: $438B global economic cost in 2024 (Gallup)
Strong CSR programs: Up to 50% improvement in productivity and retention (Satell Institute)
The Flip
Here’s the design hack: don’t frame it as “finding out.” Frame it as “getting ahead.”
Executives don’t fear data. They fear consequences they can’t control. What if every “audit,” “assessment,” or “survey” became a tool to prototype solutions instead of surface problems?
Instead of “Let’s audit our air quality” → “Let’s protect tenant health and reduce churn before it hits occupancy rates.”
Instead of “We should assess our supply chain” → “Let’s build an early warning system to avoid $47M in disruptions.”
Instead of “Let’s measure our product’s footprint” → “Let’s equip sales to win RFPs and defend premium pricing.”
Instead of “We should evaluate our community programs” → “Let’s design social investment for measurable ROI.”
Instead of “Let’s survey employees” → “Let’s unlock retention intelligence before burnout costs us talent.”
FOFO is human and it will always exist.
The difference is whether you let it stall your strategy, or use it as a trigger to lead with clarity and credibility.
The Conversation Continues...
This post is part of our ongoing exploration into how the human side of strategy—like FOFO and information avoidance—can make or break the impact of your ESG and social sustainability efforts. As problem-solvers, we believe the best insights emerge when diverse perspectives meet. Have you encountered similar challenges or discovered different approaches? Share your story.
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We acknowledge that social sustainability is always a work in progress. These insights represent our current understanding, shaped by our partners, communities, and continuous learning.