Why We Overcomplicate Things: How We Sabotage Simplicity
As my career evolved, I became increasingly curious about
why people, especially managers and leaders, complicate things. My experiences
in the field revealed a consistent pattern: when faced with a problem, many
instinctively reach for complicated solutions, often adding unnecessary layers
of bureaucracy, technology, or processes. This left me wondering—why? What
drives this tendency to complicate something that could be solved with
simplicity?
I started delving into research on human behavior and
psychology, trying to uncover the deeper reasons behind this phenomenon. One
possible explanation lies in our biological and cognitive wiring. Humans are
naturally drawn to patterns and problem-solving, a trait that has been crucial
for our survival. In a way, complexity feels like a challenge—a puzzle to be
solved—which can stimulate our brains and make us feel more engaged. As a
result, we might associate complexity with intelligence and achievement, believing
that a more elaborate solution is a sign of deeper understanding.
There’s also an element of fear at play. Leaders may feel
that simple solutions won’t be taken seriously, fearing that simplicity implies
a lack of effort or thoroughness. This fear of appearing inadequate can push
individuals to overthink and overcomplicate, adding layers of complexity to
validate their expertise or demonstrate control. In the corporate world, this
often manifests as a reluctance to propose straightforward ideas, even when
they are the most effective.
Social dynamics also contribute to this behavior. Leaders
often want to show their teams, peers, or superiors that they are capable of
handling complex challenges. Proposing a simple solution may seem too basic or
unsophisticated, so there’s an incentive to complicate things in order to gain
status or recognition. This creates a cycle where complexity is rewarded, even
when it’s not necessary.
Interestingly, the fear of the unknown might be another
factor. Complex solutions give the illusion of covering all bases and
addressing every potential issue. In reality, however, these solutions often
create more problems than they solve. Simplicity, on the other hand, requires
clarity of thought and the courage to face the root issue head-on, without
hiding behind layers of unnecessary detail.
In exploring these ideas, I’ve come to believe that the
human inclination to complicate things is not just a matter of poor
decision-making but a deeply ingrained behavior that reflects our psychological
and social needs. Understanding this has been a revelation for me. It has
shaped how I approach problem-solving and how I guide my employees—not just
toward effective solutions, but toward a mindset shift that embraces simplicity
as a powerful tool for growth and innovation.
Humans often complicate things for a variety of reasons,
many of which stem from psychological, social, and cognitive factors:
- Overthinking:
We tend to overanalyze situations, trying to anticipate every possible
outcome or concern. This can lead to unnecessary complexity.
- Fear
of Failure: Sometimes, we add layers of complexity to protect
ourselves from the possibility of failure. We think if we consider every
detail, we’re less likely to make mistakes.
- Perception
of Value: People often associate complexity with intelligence or
effort. Making things more complicated can make a person feel like they
are doing something important or sophisticated.
- Unclear
Goals: When goals are not well defined, humans can create complicated
processes as they attempt to figure out the best path forward.
- Ego
and Control: Sometimes, adding complexity is a way for people to
maintain control or assert power over a situation or others. It can also
be a way to seem more knowledgeable or important.
- Cognitive
Biases: Humans have cognitive biases like the "complexity
bias," where we tend to believe that more complex solutions are
better than simpler ones.
- Cultural
and Social Norms: Societal norms and expectations can also lead people
to complicate things, especially when there are expectations of behavior
or performance that require added layers of thought or formality.
We overcomplicate because our cognitive wiring and societal
pressures often equate complexity with intelligence, effort, and thoroughness.
Fear of failure, unclear goals, and a need to appear competent drive us to
layer unnecessary bureaucracy, technology, and processes over straightforward
solutions. By understanding these tendencies and embracing simplicity, we can
cut through the clutter, foster clarity, and achieve impactful results that
align with our true objectives.
Chris Ortiz. Author of the upcoming book- Paint It Red: Make Better Decisions
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