The "midwit" trap is thinking you're the genius and overcomplicating things. A better approach is to actively simplify your solution to a level an "idiot" could understand (e.g., "calories in, calories out"). This often leads to the same simple, effective answer the "genius" would arrive at.
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The ability to distill a complex subject down to its essential principles (like "algebra in five pages") is a rare and powerful skill. It enables faster learning, better communication, and clearer product vision, often outperforming the ability to perform intricate calculations.
The obsession with removing friction is often wrong. When users have low intent or understanding, the goal isn't to speed them up but to build their comprehension of your product's value. If software asks you to make a decision you don't understand, it makes you feel stupid, which is the ultimate failure.
The "Owner's Delusion" is the inability to see your own product from the perspective of a new user who lacks context. You forget they are busy, distracted, and have minimal intent. This leads to confusing UIs. The antidote is to consciously step back, "pretend you're a regular human being," and see if it still makes sense.
To communicate complex ideas, write at a 4th or 5th-grade level. Warren Buffett, a master of a complicated business, writes his famous annual letters with extreme simplicity. Using simple language and analogies makes your message more accessible and powerful, not less intelligent.
Experts often view problems through the narrow lens of their own discipline, a cognitive bias known as the "expertise trap" or Maslow's Law. This limits the tools and perspectives applied, leading to suboptimal solutions. The remedy is intentional collaboration with individuals who possess different functional toolkits.
A common leadership trap is feeling the need to be the smartest person with all the answers. The more leveraged skill is ensuring the organization focuses on solving the right problem. As Einstein noted, defining the question correctly is the majority of the work toward the solution.
True expertise in training is demonstrated by simplifying complex processes, not by showcasing complexity. Friedrich's Law states that while people tend to make simple things complex, genius lies in making complex concepts simple and accessible for others to execute successfully.
Bad writing often happens because experts find it impossible to imagine what it's like *not* to know something. This "curse" leads them to assume their private knowledge is common knowledge, causing them to omit jargon explanations, abbreviations, and concrete examples. The key to clarity is empathy for the reader's perspective.
Effective problem-solving uses a two-stage process modeled by chess grandmaster Magnus Carlsen. First, leverage intuition and pattern recognition ('gut feel') to generate a small set of promising options. Then, apply rigorous, logical analysis only to that pre-filtered set, balancing creativity with analytical discipline.
People exhibit "Solomon's paradox": they are wiser when solving others' problems than their own. To overcome this, view your challenges through a third-person lens. Mentally frame the issue as if you were advising a friend—or even refer to yourself by name—to gain dispassionate clarity.
