This phenomenon, also known as “elimination neglect” or “subtraction neglect,” is deeply rooted in our basic cognition. Research by Gabrielle S. Adams of the University of Virginia and her colleagues shows that people tend to add complexity rather than reduce it when faced with problems. This pattern has been consistently demonstrated in a series of 8 studies, where participants systematically overlooked that removing elements could be an effective solution.
This “addition bias” manifests in various contexts, such as building Lego models, planning trips, and even improving universities. People tend to add more layers of complexity, often leading to overcrowded schedules and inefficient processes. This behavior is not only limited to individual decisions but also occurs in group dynamics, such as meetings, where more and more items are added to the agenda without considering removing existing ones.
By becoming aware of this cognitive bias, individuals and organizations can learn to be more effective by considering what can be removed instead of added. This can result in simpler, more streamlined solutions that save both time and resources.
