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 from multiple sources supports Kazran's warning about how widespread this issue has become in modern work culture. According to the Harvard Business Review, 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, as reported by McKinsey.
Additional research cited by Kazran shows decision fatigue can reduce accuracy by 40–50% after repeated choices, according to the University of Texas. Teams with unclear ownership are three times more likely to miss deadlines, per the Project Management Institute. Over 70% of professionals say meetings slow progress rather than accelerate it, based on data from Atlassian. Kazran notes that none of these failures come 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, with more meetings appearing responsible, more planning seeming smart, and more tools feeling advanced. 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 about stalled projects, unclear meetings, multiple tools creating more work, and decisions taking longer than they should.
For those experiencing decision paralysis, Kazran offers a simple decision tree. If projects feel stuck, define the outcome in one sentence and cut any step that doesn't move directly toward that outcome. 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 one task and one deadline. If stress is high, pause for five minutes and ask what matters most right now, then act on that answer only. "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 the difference when clarity is restored. "Every time I simplify a system, the pressure drops and the results improve," he said. "People don't need more motivation. They need fewer obstacles." This alert matters because decision paralysis affects productivity across industries, contributing to failed initiatives and increased workplace stress that impacts both organizational performance and individual well-being.
