How emotions, motivations & perceptions can impact body corporate decision making.

February 17, 2025

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In body corporate communities, decision-making is rarely as simple as voting for or against a proposal. Whether it’s approving major building upgrades, implementing by-laws, or managing common property, understanding why owners agree or disagree is crucial to fostering harmony and progress.

Behind every vote lies a complex mix of emotions, motivations, and perceptions. Knowing what drives these decisions can help you navigate discussions more effectively and lead your body corporate toward positive outcomes.

This article explores factors influencing decisions, why avoiding conflict can cost you more in the long run, and practical strategies for improving communication and decision-making.

Factors influencing owner decisions

While it may seem that all owners base their decisions on facts and logic, emotions and personal experiences play a significant role.

Here are some key psychological factors you may not have considered:

Loss aversion:

Owners are more likely to vote against a proposal if they fear losing something they value – whether it’s money, convenience, or control. Even the perception of risk can outweigh potential benefits.

Status quo bias:

People prefer things to stay the same, even when change could lead to improvements. Owners may resist proposals simply because they find change uncomfortable.

Trust and group dynamics:

If owners don’t trust the body corporate committee or feel unheard, they’re more likely to oppose proposals, even when they would otherwise make sense.

The majority vote:

Many owners are influenced by what others think or how the majority appears to be leaning. This phenomenon, known as herd mentality, can significantly impact outcomes.

Social harmony: Owners may go along with the majority to avoid confrontation or being seen as disruptive. They prioritise maintaining relationships over expressing differing views.
Assumption of correctness: If a vocal group strongly supports or opposes a proposal, quieter owners may assume that the group’s position is well-informed and follow suit, even without fully understanding the details.
Fear of isolation: No one wants to feel like the odd one out. Owners may vote with the majority to avoid being singled out or criticised during discussions or meetings.

Why conflict avoidance can be costly

In body corporate environments, conflict can feel overwhelming and uncomfortable, especially when it involves personal investments, shared spaces, and differing opinions. The instinct to avoid disagreement is understandable and it may seem easier to delay decisions or compromise to keep meetings calm and civil.

Conflict avoidance however can have serious consequences for both the financial health of the building and the community’s cohesion. Here’s why:

Increased costs: Delaying maintenance or upgrades often leads to more expensive repairs later.
Poor relationships: Avoiding difficult conversations can breed resentment, creating deeper divisions over time.
Missed opportunities: Fear of disagreement may prevent the body corporate from pursuing beneficial projects.

Real-Life Example: When a body corporate chose to defer waterproofing repairs to avoid upsetting owners with a special levy, they were hit with a repair bill three times the original estimate when three units suffered water damaged over the subsequent years.

Remember conflict isn’t inherently bad. It can spark valuable discussions and lead to stronger decisions when managed well.

Strategies for better communication and improved outcomes

Here are some tried-and-tested approaches for improving decision-making and fostering agreement among owners:

Provide clear, well-timed information: Ambiguity fuels mistrust. Share relevant details well before meetings so owners have time to review and reflect. Break complex proposals into digestible pieces.
Acknowledge concerns and emotions: Sometimes, people just want to feel heard. Create opportunities for owners to voice their concerns without judgment. Address these directly in your communications.
Frame proposals in a positive light: Highlight the benefits and how they align with shared goals – whether that’s increasing property value, improving lifestyle, or enhancing safety.
Use visual aids and case studies: Show real-world examples of similar projects and their outcomes. Photos, infographics, and financial projections can help owners visualise the potential impact.
Facilitate open dialogue: Host informal gatherings or Q&A sessions outside formal meetings to allow for open, pressure-free conversations. This builds trust and helps resolve smaller issues before they escalate.

Building a decision-making culture

Creating a more effective decision-making culture in your body corporate takes time, but the results are well worth it. Start by fostering transparency, encouraging open dialogue, and acknowledging the emotional side of decisions.

When owners feel respected, informed, and connected, they’re far more likely to say YES to decisions that benefit the community. Remember, it’s not about winning every vote; it’s about building understanding and alignment, so everyone feels like they’re part of the solution.

Final words

BCsystems are here to assist owners and committees make clear, objective and transparent decisions within the framework of the BCCM act. We do not have a vote. We are not influenced by emotions, motivations or perceptions in our advice. Our goal is to ensure the best interest of all parties is represented in accordance with the legislation.

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How emotions, motivations & perceptions can impact body corporate decision making.

A personal approach
to body corporate management

Receive an obligation
free building proposal