Complexity is often deferred disagreement

Some complexity is inherent. Much of it is accumulated indecision.

Two teams cannot agree on ownership, so a coordination process is created. Leaders will not choose between priorities, so both continue with additional reporting. A product serves conflicting users, so settings multiply.

The organisation calls this sophistication. Often it is disagreement that has been converted into structure.

Processes can manage genuine complexity. They can also allow us to avoid the simpler and harder act of choosing.

Whenever a system becomes difficult to explain, it is worth asking which unresolved decision it may be carrying.