Why do organisations find it so easy to add something—and so difficult to remove it? A new process is introduced. A new layer of approval appears. Another product enters the portfolio. Another report is added to the calendar. A system that nobody particularly likes continues to exist because “this is how we have always done it.” And slowly, almost invisibly, complexity becomes normal. That was the thought I kept returning to while reading The Simplicity Trap by Rohit Ch

I remember the first time I caught myself arguing with my own brain — a split-second tug of war between “I know this can’t be true” and “But it feels true.” It happened at a café when I instinctively chose the bolder-looking dessert label, assuming it was the better one. Later that night, with Daniel Kahneman’s Thinking, Fast and Slow open on my lap, I realized — I had just lived one of his lessons. That tiny, impulsive decision was my System 1 — fast, automatic, intuitive —