Some people overcomplicate without realizing it.
There is group meeting focused on a problem. A potential solution is suggested. And, then, the overcomplicating starts. “I want to know,” an overcomplicator might ask, “how we got here to begin with?”
This question may be interesting to address. It may even be helpful to address some day. But, today, the work is to focus on the best solution moving forward, not the historical seedlings of the issue.
It may not be that overcomplicators are consciously wanting to derail an idea or a solution. It may not be that they set out to avoid doing work that might matter. It may not be that they are avoiding responsibility with transparent intent.
Instead, they may overcomplicate because it makes them feel something like safe, or smart, or a participant, without doing much else.
Two approaches with an overcomplicator: First, continue to reset the discussion back to the goal. “Interesting point (or question). For our purposes today, what would be a helpful next step?” would be a solid redirecting question for this example.
And second, divide the conversation up into 2 components. First, say, “ok, what are the solutions we think could solve our problem?” And, then, only capture potential solutions at that point. Second, once all potential solutions have been offered, turn attention to the “pros and cons” for each. This allows the overcomplicator to add their concerns/issues/histories/etc., but only as commentary on each proposed solution.
The real power of the overcomplicator is that they have a tendency to stop a potential solution or progress before it can take root and gain enthusiasm from the group. Dividing up the discussion can go a long way toward including the overcomplicator in the discussion, while also allowing the best potential solutions to germinate before overcomplicating derails.
