Why do intelligent people make simple problems complicated? Sometimes because the problem really is complicated. But sometimes because complexity makes us feel that we are doing serious thinking. That distinction stayed with me while reading Mukesh Sud's Simple Thinking. The book begins with an idea that sounds almost obvious: when we are surrounded by information, opinions and noise, finding a simple way forward can be more useful than adding another layer of complexit

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 —