Why good people build bad systems
The Competence Paradox explains why the most skilled individuals often create the most dysfunctional systems. It's how individual excellence becomes organizational dysfunction through competence-driven complexity.
The better someone is at solving problems, the more complex problems they create for others.
Competent people can handle complexity, so they don't simplify for others. They build systems that showcase their sophistication rather than solve problems simply.
"Anyone should be able to understand this advanced framework I created."
They can't remember what it's like to not know what they know. They design for their own cognitive level, not for others.
"This is obvious. Why can't everyone else see it?"
They see inefficiencies everywhere and fix them with increasingly sophisticated solutions. Simple becomes complex in pursuit of perfection.
"We could make this 15% more efficient with this new system..."
Their solutions require their continued involvement. They become indispensable while making everyone else dependent.
"Just ask Sarah - she built the system, she'll know."
Builds elegant, sophisticated systems that only they can maintain. Creates beautiful complexity that cripples the organization.
Signal: "This is a masterpiece of engineering." Reality: No one else can touch it.
Constantly improves processes to theoretical perfection. Makes simple tasks require advanced degrees to understand.
Signal: "This is 23% more efficient." Reality: It takes 300% longer to learn.
Creates comprehensive methodologies for everything. Turns intuitive decisions into complex analytical processes.
Signal: "This covers all edge cases." Reality: Simple becomes impossible.
Sets quality standards so high that nothing ever ships. Makes "good enough" feel like failure.
Signal: "This isn't ready yet." Reality: It never will be.
The solution requires competence constraint and systematic simplification protocols.
True competence is making complex things simple, not making simple things complex.
The most competent person in the room should be able to explain their solution so clearly that everyone else can understand and improve it. Competence that creates dependency is actually organizational incompetence.
The highest form of competence is making yourself unnecessary.
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CONSTRAIN COMPLEXITYDETECT COMPETENCE DYSFUNCTION