In a world obsessed with optimization—AI-generated imagery, flawless branding and hyper-targeted messaging—it’s easy to forget that most consumer decisions are far from logical. At the recent Unreasonable conference (hosted annually by Young & Laramore in Indianapolis) on consumer motivation, researcher Dr. Alix Barasch made the case that imperfection might just be the new competitive advantage.  

Marketers have spent decades trying to outsmart human irrationality, smoothing every flaw and predicting every action. But behavioral science keeps proving that people don’t behave the way the data suggests they should.  

As humans, we feel first and rationalize later. We are emotional and as marketers, the more we try to remove the messiness of humanity in brands, the less trustworthy brands become. 

Take Dr. Barasch’s research on “strategic imperfection.” When brands show a little vulnerability like letting real people speak in their own words to reveal the rough edges or admitting limitations, they become more relatable. These small moments of honesty signal effort, care and authenticity, all qualities that algorithms can’t fake. 

Other researchers at the conference reinforced the same idea in different ways:  

Respect as a strategy.  Dr. Cait Lamberton urged brands to root out “dignity bombs”—moments when customers feel small or dismissed. Respect isn’t just a virtue; it’s a competitive advantage that builds loyalty and trust.  

Stories still matter most. Behavioral economist Michael Lewis drew parallels between sports fandom and brand loyalty, reminding us that fans don’t fall in love with products, they fall in love with stories they can retell. 

Demonstrate the ability to act. Dr. Abigail Sussman warned that consumers scrutinize the intent and impact of CSR initiatives. Purpose-led efforts only work when they align with what a company can genuinely deliver; otherwise, consumers can easily see it as spin. 

Test, don’t ask. Dr. Manoj Thomas emphasized that value is a psychological construct, not a mathematical one. Consumers often can’t predict what they’re willing to pay—but they’ll spend more when the experience feels right. Instead of relying on surveys or self-reports, he encouraged marketers to run experiments that reveal how people actually behave, not how they say they will. 

The throughline is clear: we’re not dealing with rational consumers making perfect choices. We are dealing with unreasonable humans—driven by emotion, ego and context. 

At a time when many brands are chasing optimization and algorithmic perfection, the ones that win will embrace imperfection. While it’s easy to get swept up in the latest tech trend, shiniest new platform or cultural phenomenon, marketers should stay focused on deciphering the emotions and motivations that drive consumer behavior—the “why” behind what people do.  

The sooner we accept that the people we’re selling to are inherently unreasonable, the sooner we can build brands that connect with them on a deeper, more human level.