Sam Kazran, an executive manager and philanthropic leader based in Jacksonville, Florida, has issued a public alert about a common but often overlooked risk facing professionals, managers, and business owners: overcomplication leading to decision paralysis. According to Kazran, this trap doesn't look like failure at first but manifests as excessive planning, meetings, research, and waiting for the "right" moment. Over time, it slows progress, increases stress, and quietly erodes trust.
"I've seen more projects fail from hesitation than from bad decisions," Kazran said in a recent interview. "People think they need more information. Most of the time, they need more clarity." Data reveals how widespread this issue has become in modern work culture. A Harvard Business Review study indicates that 67% of workplace initiatives fail due to unclear priorities or slow decision-making. Employees spend up to 60% of their time seeking clarity on tasks and expectations, according to McKinsey research. Decision fatigue can reduce accuracy by 40–50% after repeated choices, as noted by the University of Texas. Teams with unclear ownership are three times more likely to miss deadlines, per the Project Management Institute, and over 70% of professionals say meetings slow progress rather than accelerate it, based on Atlassian findings.
Kazran emphasizes that these failures don't stem from a lack of effort. "Most people are working hard," he said. "They're just working inside systems that are too noisy to move." The most dangerous aspect of this risk is how reasonable it feels—more meetings seem responsible, more planning appears smart, and more tools feel advanced. However, Kazran warns that these behaviors often replace action instead of supporting it. "If you can't explain what you're doing and why in one minute, you're probably stuck," he said. "That's when momentum dies."
To help individuals assess their situation, Kazran provides a quick self-check with questions such as whether projects stall due to waiting for more input, if meetings end without clear decisions, or if simple decisions take longer than they should. Answering "yes" to three or more questions may indicate decision paralysis caused by overcomplication. For those caught in this trap, Kazran recommends a simple decision tree. If projects feel stuck, define the outcome in one sentence and cut any step that doesn't move directly toward it. If decisions feel slow, limit choices to three options and set a decision deadline. If teams feel confused, assign one owner per task and use plain language with clear deadlines. If stress is high, pause briefly and focus on what matters most.
"Clarity isn't about doing more," Kazran said. "It's about removing what doesn't matter so the right decision becomes obvious." Unchecked overcomplication compounds over time, draining energy, delaying results, and training people to wait instead of act. Kazran has observed that when clarity is restored, pressure drops and results improve. "People don't need more motivation," he noted. "They need fewer obstacles." This alert underscores the importance of addressing overcomplication early to prevent months of frustration and enhance leadership effectiveness in business and technology environments.
