In a recent workshop with a client, I put this image on the screen and asked: “How would you equalize these stacks of blocks?”

The participants scratched their heads for a moment, then started to raise their hands. 

“Isn’t it obvious? Just add another orange block.”

That’s the answer most people give. Perhaps that was your gut instinct while considering the challenge yourself. 

Hardly anyone thinks to remove one of the blue blocks. 

And it’s because there are pretty deep-rooted cognitive barriers around doing less. 

Research from Leidy Klotz's book Subtract shows that humans have a fascinating blind spot when it comes to making decisions: we reflexively overlook subtraction as a solution, even when it might be the more effective option. 

This aligns with research published in HBR showing how orgs struggle to drop initiatives even when they no longer serve the strategy.

Why? 

In part, because dropping something can feel like defeat. Giving up. Waving the white flag. And that doesn’t feel great. This weight doubles when we have to say no to good ideas. 

This innate cognitive and emotional barrier leads to (and is reinforced by) a society that is obsessed with doing more…hustle culture, I’m looking at you.    

We collect new ideas and create new incentives, but rarely prune outdated ones or remove obstacles in our way.

However, saying ‘yes’ to everything leads to chaos and overwhelm, not more productivity. In a world of limited time and resources, trying to optimize for everything means you’ll excel at nothing. 

The best strategies aren’t just about deciding what to do. They’re about being crystal clear about what you won’t do. 

So how do we make these trade-offs in a way that acknowledges the validity of all the options, while still moving the team toward their goal?

The Even Over. 

A brief, memorable statement that’s used to clarify specific priorities and guide the decisions teams face on a regular basis. It looks like this: Good Thing A Even Over Good Thing B. 

Some popular Even Overs that we’ve seen clients use over the years are “progress Even Over perfection,” “candor Even Over comfort”, and “growth Even Over profit.”

The beauty of Even Overs is that they don’t reject the second value entirely. This helps teams escape the trap of binary thinking that usually leads to paralysis.

In an Even Over, nothing is bad. But one option should be prioritized over the other.

By making these trade-offs explicit before you need them, you create guardrails for your team that help them navigate tough choices with less friction. 

Rather than pretending they can optimize for everything simultaneously, teams acknowledge that excellence requires choosing what matters most when good values compete. 

It’s this mindset shift that, with some practice, allows us to overcome our aversion to subtraction and meet the moment with more agility and confidence. 

Karina Mangu-Ward

Partner, August Public

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