SIMPLICITY

An Elegant and Powerful Business Concept

EDWARD DEBONO

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 Simplicity - Page 1

MAIN IDEA
Simplicity is going to be a key business value in the future. Already, most consumer products have become too complex -- by most
estimates, only 10-percent of the population use more than 10-percent of the features of their video recorders because they are too
complicated. The same holds true for many other consumer products and processes. The added value of the future will not only be
generated by those who develop new technologies and new processes -- it will also be created by those businesses which can take
common processes and simplify them. That takes some focused creative thinking.

1. The Value of Simplicity . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Page 2

Simplicity is one of the most valuable business objectives because:
1. Simplicity saves time, money and energy.
2. Simplicity is elegant and powerful.
3. Simplicity makes life easier and creates more freedom.
2. The Challenge of Simplicity . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Page 2
On occasion, simplicity might just happen. More frequently, however, simplicity will not happen by chance,
and will only occur if a drive to simplify has been undertaken.
3. Why Some People Love Complexity . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Page 3
People love complexity because it allows them to create the illusion that they understand something the
masses do not and can not. It provides job security.
4. How To Simplify . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Page 3
The three possible approaches to designing for simplicity are:
1. To take something that is already in existence and look for ways to simplify it.
2. To develop something new choosing from a variety of options the most simple way to go.
3. To develop ideas on how to make that process even simpler.
5. Using the Tree Metaphor for Simplicity . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Page 4
In the tree metaphor:
1. The trunk of the tree is the underlying objective.
2. The branches are the delivery mechanism
3. The fruit at the end of branches represents the added value.
6. Key Methods of Simplifying . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Page 4
The methods, approaches and techniques of thinking simply are:
1. Historical Review 2. Shedding
3. Listening 4. Combining
5. Extracting Concepts 6. Bulk and Exceptions
7. Restructuring 8. Starting Afresh
9. Modules 10. Provocative Amputation
11. Wishful Thinking 12. Shift Energies
13. The Ladder Approach 14. The Flavor Approach
7. The Dangers of Simplicity . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Page 7
Simplicity, carried to extreme lengths, can be viewed as:
1. Boring 2. Unfair
3. A killer of evolution & progress 4. Uncommercial
5. Socially dangerous 6. Economically dangerous
7. Vulnerable 8. Insensitive
9. Difficult to understand
8. Simplicity in Every Day Life . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Page 7
Something does not need to be complex to be useful. In fact, designing a simpler life can be just as valid
an application of the simplification concepts as any other. You just need to clarify your own personal
values, priorities and other considerations.
9. The Ten Rules of Simplicity . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Page 8
1. You need to place a high value on simplicity
2. You must be determined to seek simplicity
3. You need to understand the matter very well.
4. You need to design alternatives and possibilities.
5. You need to challenge and discard existing elements.
6. You need to be prepared to start over again.
7. You need to use concepts.
8. You need to break things down into smaller units.
9. You need to be prepared to trade off other values for simplicity.
10. You need to know for whose sake simplicity is being designed.

1. The Value of Simplicity
Main Idea
Simplicity is one of the most valuable business objectives
because:
1. Simplicity saves time, money and energy.
2. Simplicity is elegant and powerful.
3. Simplicity makes life easier and creates more freedom.
Supporting Ideas
When someone in business has to deal with a complex system,
there is invariably a lot of waste. Inefficiencies emerge, solely
because people are applying their time, attention and mental
energy to making the system work.
An expert in any field, by contrast, knows how to simplify things
(and improve efficiency) by identifying which factors are
important and which factors can be ignored without affecting the
quality of their decisions. In other words, experts create added
value by focusing solely on key discriminators and ignoring
marginal discriminators.
In the real world, systems tend to become increasingly complex
over time instead of evolving towards simplicity. This happens
because:
1. As new features and functions are added, it is not always
feasible to go back and redesign the entire system with the
new features in mind. Therefore, the new features are
achieved inefficiently rather than being optimized.
2. People who have got used to working with the old system
become so familiar with it they lose their objectivity -- they
believe it’s simple enough solely because of their familiarity.
3. In most systems, there is no inbuilt mechanism to ensure
redundant features are purged from the system. Therefore,
the system can grow larger but can never grow smaller.
Achieving simplicity in design makes systems easier to operate,
easier to monitor and easier to repair if needed -- and,
subsequently, more efficient and more practical.
One final point -- simplicity is not an absolute term, but always
requires a frame of reference. A system which may be simple to
operate from the perspective of the user may be very complex
and sophisticated from the viewpoint of the person who is
required to fix it if it malfunctions. Simplicity always derives its
meaning from the reference point being used.
Key Thoughts
‘‘Dealing with complexity is an inefficient and unnecessary waste
of time, attention and energy. There is never any justification for
things being complex when they could be simple. There is
always the possibility that there is a simpler way to do something.
Even if that is not always the case it is always worth investing
some thinking time and creative effort in trying to find a simpler
approach.’’
-- Edward deBono
‘‘‘‘There is an aesthetic appeal to simplicity both in art and, even
more, in science. Discovering the underlying simplicity of a
process is far more likely to be useful than imaginative and
complex description of phenomena.’’
-- Edward deBono
Simplicity - Page 2
2. The Challenge of Simplicity
Main Idea
On occasion, simplicity might just happen. More frequently,
however, simplicity will not happen by chance, and will only occur
if a drive to simplify has been undertaken.
Supporting Ideas
The most valuable and most creative business (or personal)
ideas are always logical in hindsight. Therefore, people assume
these types of high added value ideas can be reached through
logic alone, without any need for creative input. That belief is
false.
Most people who find a solution to a problem are so happy with
their discovery they never stop to analyze whether or not a
simpler or better solution may also exist. In stopping at the first
solution that comes to mind, they may be missing out on a much
better solution. Simplicity never happens unless people are
prepared to work hard and to make a real effort to achieve it.
Example:
How would you weight a cat?
Possible complex solutions:
1. Get a big cardboard box the cat can’t climb out of. Weigh the
box. Seal the cat inside the box. Subtract the weight of the
box from the total.
2. Drug the cat, wait for it to fall asleep, place it on the scales
without waking it.
3. Put some food on a shelf just above the scale, so the cat has
to stand on the scale to get at the food.
A simple solution:
Stand on the scale holding the cat in your arms, subtract your
weight from the total.
Most people will simply accept the first solution that comes to
mind. A better idea, however, is to be willing to always look for
further alternatives in the hope that something simpler (and thus
more practical and cheaper) solution can also be developed. All
that’s required is a willingness to invest the time and effort in
searching for something simpler.
Key Thoughts
‘‘Simplicity is not natural. You have to choose to make it happen.
To get simplicity you have to want it badly enough.’’
-- Edward deBono
‘‘The main aim of communication is clarity and simplicity. Usually
they go together -- but not always. Communication is always
understood in the context and experience of the receiver -- no
matter what was intended.’’
-- Edward deBono
‘‘If you come to believe that simplicity is as real and as important
a value as cost, then you will make more effort to achieve
simplicity. Simplicity is important as a sought-for value. Simplicity
is even more important as a permanent habit of mind -- as a style
of thinking.’’
-- Edward deBono

3. Why Some People Love Complexity
Main Idea
People love complexity because it allows them to create the
illusion that they understand something the masses do not and
can not. It provides job security.
Supporting Ideas
Other reasons some people are uncomfortable with the pursuit
of simplicity are:
1. Sometimes, people have developed a preference for
complexity, and genuinely enjoy it. Engaging the mind in
something complex (from their perspective) is always better
and more entertaining than seeking something simple.
2. People who enjoy the role of interpreter avoid simple
concepts assiduously. They feel that if they have struggled
to master the subject, why should it be easy for someone
else to master it -- and how will their jobs be affected?
3. A certain amount of jealousy is frequently involved. The
concept developer becomes well-known, while others are left
wondering, ‘‘Why didn’t I think of that?’’
4. Many people associate simple solutions with being simplistic
-- that is, with failing to understand the underlying dynamics.
5. There is always a fine line between a simple solution and
oversimplification -- which occurs when a gain in
simplification occurs at the expense of clarity or other values.
The dilemma is that before anyone can make a subject simple,
he or she has to know it extremely well themselves. In other
words, sometimes the only people who can discern accurately
whether an idea is really simple is someone who knows the
subject thoroughly.
The person who dismisses an idea as being ‘‘simplistic’’ may, in
fact, be demonstrating their own ignorance of the subject rather
than genuinely evaluating the merits of the idea.
The other side of this dilemma is: How do you know that you
know very little about a subject?
Key Thoughts
‘‘Simplicity before understanding is simplistic; simplicity after
understanding is simple.’’
-- Edward deBono
‘‘At first glance the writing may appear somewhat simplistic
because of his style, but upon reflection it is very deep and
perceptive. Complex matters can indeed be explained in simple
terms if the expositor has a thorough understanding of the
subject. DeBono is a master in this art, and he describes in clear
terms how and why humans think.’’
-- Ivan Giaever, Nobel prize laureate
‘‘It is quite impossible to distinguish between true simplicity and
simplistic unless you yourself know the subject very well.
Otherwise your judgment may demonstrate your ignorance.’’
-- Edward de Bono
‘‘Oversimplification means carrying simplification to the point
where other values are ignored.’’
-- Edward deBono
Simplicity - Page 3
4. How To Simplify
Main Idea
The three possible approaches to designing for simplicity are:
1. To take something that is already in existence and look for
ways to simplify it.
2. To develop something that is completely new, and to choose
from a variety of options the most simple way to go.
3. To look at something that has been suggested as a course
of action, and develop ideas on how to make that process
even simpler.
Underlying these and all other attempts at simplifying are three
key questions:
1. Why are we doing this at all?
2. How will we actually do this in practice?
3. What are the positive and negative values for the user and
for the system itself when we do this?
Supporting Ideas
In the final analysis, simplicity is a value, a habit, an attitude of
mind and a process. People who are prepared to keep on
thinking things through until something simple emerges will have
a bias towards simplicity. By contrast, people who accept the
first idea they seize upon will generally have a bias towards
complexity.
A willingness to reject complex ideas and continue thinking
things through until a simple idea comes into focus is essential.
In other words, more energy is put into simplifying than into
making things more complex.
Key Thoughts
‘‘There is a huge overlap between creativity and simplification.
There is a need to find alternative and new ways of doing things.
This design thinking demands creativity.’’
-- Edward deBono
‘‘Not everyone feels able to have creative ideas. But everyone
can point to something which badly needs to be done in a much
simpler way. Everyone who has suffered from complexity knows
exactly where the pain is.’’
-- Edward deBono
‘‘Suggestions for a simpler way to do something should be:
simple, effective, practical and acceptable. An approach which
is simpler but does not do what it needs to do is not much use.’’
-- Edward deBono
‘‘We should not always assume that simplicity always depends
on major changes. Slight changes in small things can sometimes
make things much simpler.’’
-- Edward deBono
‘‘A carpenter can use all the tools of carpentry but at any one
moment uses the tool that seems appropriate for the situation.’’
-- Edward deBono
‘‘A mountain top can be reached by various routes. Some are
easier than others. You do not use all of them at the same time.
You select and try.’’
-- Edward deBono
 Simplicity - Page 4

5. Using the Tree Metaphor for Simplicity 6. Key Methods of Simplifying

Main Idea Main Idea

In the tree metaphor:
1. The trunk of the tree is the underlying objective.
2. The branches are the delivery mechanism
3. The fruit at the end of branches represents the added value.
Supporting Ideas
Looking at each of these elements in turn:
1. The trunk -- the key purpose or objective.
For some organizations (particularly bureaucracies), the
original purpose has become so blurred with the passage of
time that it becomes impossible to tell why that organization
was established in the first place. In those circumstances, to
continue in existence becomes an end in and of itself.
In some trees, the trunk is the dominant element, and the
branches are short. For others, the branches are
multi-layered and strong. This is an excellent analogy,
because it demonstrates that for some organizations, the
purpose dominates while in others, that key purpose is much
less significant.
2. The fruit -- the value
Every organization exists to deliver value to its clients or
customers, to its staff and to its owners. The eventual
allocation of the fruits between these various interest groups
is often the subject of intense debate and discussion.
Value can also take many different shapes and forms. For
example, food is required for its nutritional value, but other
values such as taste, preference, packaging and so on also
come into focus.
In most contexts, the words ‘‘value’’ and ‘‘benefit’’ can be used
interchangeably. In essence, value is the potential that
resides in something while benefit is the actual delivery of
that value to a person in the specified circumstances.
3. The branches -- the delivery system
Branches in a tree provide the mechanism whereby the fruit
is made available. In an organization, the branches consist
of the detailed, practical way in which values are made
available.
Core values and fruit can be general in nature, but the
delivery system has to be practical, detailed and concrete. It
is always the most complex part of the tree, and the most
likely area in which simplification strategies can be applied.
The tree metaphor for an organization provides a physical model
by which abstract concepts can be analyzed and evaluated. It
provides some structure along which constructive thinking will
take place.
It’s an excellent way to focus attention on various design
characteristics of the organization as a whole.
The methods, approaches and techniques of thinking simply are:
1. Historical Review
2. Shedding
3. Listening
4. Combining
5. Extracting Concepts
6. Bulk and Exceptions
7. Restructuring
8. Starting Afresh
9. Modules
10. Provocative Amputation
11. Wishful Thinking
12. Shift Energies
13. The Ladder Approach
14. The Flavor Approach
Supporting Ideas
1. Historical Review
For many processes, the elements are there today solely
because they were there yesterday - even if the reason for which
they were originally incorporated has now vanished. A historical
review looks at every part of the process, and asks, ‘‘Is this still
necessary?’’
Ideas that have ‘‘survived the test of time’’ often take on
legendary status. Frequently, something that is ‘‘status quo’’ for
an industry doesn’t ever really get thought about rationally. There
may be nothing wrong with that, but new technology, new legal
requirements or new operational conditions may have changed
the landscape since the idea was first introduced.
Therefore, re-examine whether something is being done for the
sake of tradition alone. You may be surprised by the number of
things you can drop completely because they no longer apply.
2. Shedding
A ‘‘zero-base’’ approach. Everything has to justify its continued
involvement, or is discarded. Similar in style to a historical
review, but broader in scope.
This is similar in approach to the historical review, but instead of
focusing on the status quo, every element of the process is
evaluated rationally. A simple rule of thumb is then applied: If it
doesn’t add value, it only adds complexity and should be
eliminated.
In practice, there are generally three types of questions that
should be asked:
Why C -- Cut
Do we need this at all. Can we just drop it?
Why B -- Because
What are the reasons for doing things this specific way? Do we
have to follow those reasons?
Why A - Uniqueness
Is this the only way to do this, or are there other alternatives?
In this way, whatever currently exists is examined, looking for
deficiencies, inadequacies or problems.

3. Listening
Interviewing people at the ‘‘coal face’’ of the process, and taking
their ideas on what is and is not practical and useful in the harsh
light of the real world. They tend to develop short-cuts theorists
never dream of.
While this approach to simplifying processes is not infallible ( as
people sometimes carry out the routine they’ve been taught
without challenging its effectiveness), valuable insights can often
be gained from the people who are in the trenches, and who are
using the process on a day-by-day basis.
Focus on their shortcuts. Have they found ways to eliminate
steps without affecting quality and production? If so, can the
redundant step be eliminated ‘‘officially’’. Listen and observe.
4. Combining
Attempting to achieve greater efficiencies by combining process
steps wherever possible. This is the ‘‘kill two birds with one
stone’’ approach to simplification.
Combining may involve add-ons (doing more things while you’re
doing something else) or substitutions (expanding the role of one
step to include two functions and eliminating the now redundant
step).
The key focus should be on finding synergistic combinations that
actually make things simpler and allow you to achieve more.
Care should be taken in developing effective combinations,
however. It is often just as easy to develop combinations that
increase complexity. Naturally, these should be avoided.
5. Extracting Concepts
The operating concept behind any specific action or process is
identified, and an analysis is carried out as to whether or not
another simpler way of accomplishing just that specific step is
feasible.
To extract an operating concept, focus not on the mechanism
currently used to achieve it, but the underlying objective. What
is that step trying to achieve -- what is its entire reason for
existence?
Once you’ve extracted that concept (which will, by nature, be
vague), think about what alternatives could achieve the same
objective. How can it be clarified, changed, improved or
redesigned? Let that concept (which will be general, vague and
blurry) breed practical ideas which are concrete and usable.
Hopefully, several, parallel operating concepts will emerge from
the haze. You can then pick and choose which idea provides the
greatest added value from your personal perspective.
Concepts often exist on three general levels. At the broadest
level, everything is very vague. At the tightest level, every single
detail is worked out, and there’s little room for thought. The
optimum detail range for breeding ideas is a medium-range
concept. At that level, the objectives are more clearly defined,
but the details have not yet been set in stone. In this range, the
concept can generate numerous, worthwhile alternatives --
which can then be examined, optimized and, if selected, put into
action.
Extracting concepts will generally be the most important process
in any business’s effort to simplify its operations.
Simplicity - Page 5
6. Bulk and Exceptions
Instead of developing a complex system which will address
every possible eventuality, design an efficient, simple system
which will do the job most of the time. A second, smaller
supplementary system can then be developed which will handle
the exceptions.
This approach to simplification does not suggest the exceptional
should be ignored in an effort to serve the bulk. On the contrary.
Two specific channels are developed:
1. A ‘‘bulk’’ channel, which will be optimized for volume
operations and which will serve the majority of the customer
base.
2. An ‘‘exceptional’’ channel which will cater efficiently for those
people who have unusual requirements.
Both channels can then be designed well for their specific
operational requirements.
7. Restructuring
A fundamental redesign of the overall process. Usually more
radical than eliminating redundant functions, a restructuring may
include re-engineering or something equivalent.
From time to time, various business management theories gain
widespread acceptance, and companies may realign their
operating structures to new configurations suggested by those
theories. In recent times, for example, re-engineering (the
adoption of completely new and different business models) has
been adopted throughout various industries.
Ideally, restructuring should be undertaken to achieve the
operating efficiencies of simplicity alone. In that context, only
those restructuring moves which achieve simplicity will be
undertaken.
8. Starting Afresh
Ignoring the present process, take a fresh sheet of paper and
design the process again from scratch. Integrate key values and
priorities. Then, compare that new design with the present.
How do you start afresh? This is one way - Consider four
aspects of the business:
1. Thrust
What is the business trying to achieve? What values is the
business endeavoring to create?
2. Alternatives
What are all the various ways the business can be achieving
its objectives?
3. Considerations
What factors do we need to take into account, and how do
we allocate priorities between these factors?
4. Modification
How can the various alternatives be adapted to take into
account the requirements of the considerations?
The emphasis at every step of the analysis must be on simplicity.
Bear in mind you don’t want to develop a simple way to deliver
nothing. The values cannot be totally ignored in favor of
simplicity, but there should be a strong bias towards simplicity if
you are to succeed.

9. Modules
Break the overall process down into modules or logical chunks.
Design each module to optimize its function.
Breaking a complex task down into modules offers numerous
advantages: ease of manufacture, ability to configure products
in different combinations, the ability to add modules to increase
functional design, ease of repair, etc.
Each module can then be examined individually for simplification
opportunities. Perhaps simplicity of production is feasible. Or
simplicity of use or maintenance can be realized. Or that
module’s operational characteristics or repair processes may be
able to be simplified. And so on.
Similarly, decentralization can achieve similar competitive
advantages. From a simplification viewpoint, decentralization
can increase the ability of a company to provide services or
products which are optimized for specific markets, and so on.
10. Provocative Amputation
Sequentially evaluate the process as each element or aspect is
dropped. Can the overall system still work without any of its
current elements. If so, does that redundant element really
provide any added value?
In this process, various elements are eliminated totally. The
overall process is then examined carefully from a simplification
perspective -- has the shedding process enabled something
simpler to emerge, or has the objective of the entire process
been missed.
The process allows people to look past assumptions they may
not even be aware they were taking into account. Freed from
these mental restraints, a simpler process may come into focus.
The result is not guaranteed, but the methodology has genuine
merit.
11. Wishful Thinking
Start with an ideal simple solution that you wished the overall
process looked like. Work backwards from there. How many
elements of the ideal solution can you integrate into the
real-world process?
Rather than an exercise in fantasy, wishful thinking from a
simplification perspective is more realistic, more idealistic.
Wishful thinking means putting forward the ideal solution.
Two things can happen when you put forward an ideal:
1. You can then look for ways to achieve this, or for reasons
why the ideal solution cannot, in fact be implemented. (In the
process, a variation that may be able to be implemented may
become clearer).
2. That ideal may lead to other ideas that are more achievable.
You may come up with a hybrid combination of something
realistic which has several features of the ideal.
Ideally, wishful thinking should not be limited solely to ideas you
already know how to realize. It should be unrestricted and free
to roam into all areas if you want a simple and valuable idea to
take root.
Simplicity - Page 6
12. Shift Energies
What would be the result if you were to try and shift the work
carried out by one part of the system to another? Would there
be greater efficiencies or economies of scale that could be
realized?
Many times, simplifying things in one area will create
complexities in another. That’s quite possibly going to be
acceptable -- particularly if the complexity is being shifted away
from a labor intensive area and into an area in which computers
can do the bulk of the work.
The fact that computers can handle complex tasks, however,
does not mean simplicity of design should not also be sought. In
essence, better ‘‘value design’’ is required -- deciding where and
how added value to the consumer is delivered at a cost effective
rate.
13. The Ladder Approach
Ignore the total process. Focus instead on each incremental
step. For each step, how can the greatest amount of incremental
value be created the most efficiently, and what is the mechanism
for delivering that value efficiently to the next step?
Each step in the process is examined for simplification
opportunities, leaving the overall process (the result of a large
number of small steps) to take care of itself. The advantage?
Everyone can get involved, and contribute to the simplification
process.
Simplicity can lead to gains in productivity by:
1. Producing less stress and anxiety for employees.
2. Increasing the potential for staff to work faster.
3. Increasing staff safety standards.
4. Producing fewer errors.
5. Allowing the production to be achieved by less skilled workers.
14. The Flavor Approach
The exact opposite of the ladder approach. In the flavor
approach, we see only the big picture, without worrying about
the details. What is the simplest, the most practical and concrete
way to achieve the end objective?
This is even more generalized than the ‘‘start afresh’’ approach.
The flavor approach moves completely free from any
preconceptions or restrictions. What new ways are there to do
things which offer greater simplicity?
Simplicity may be used both in the design of a new idea and in
the selection of which ideas should be developed in greater
detail. Ideas, consumer tastes and fashions evolve over a period
of time, and are spurred by new technology, new regulations and
new market demands. Taking these kinds of factors into account,
how could the essence of the commercial operation be
restructured and simplified.
‘‘Ideas can evolve over time to achieve a form which no one
would have wanted to design in the first place. The flavor
approach allows a total freedom of thinking in design.’’
-- Edward deBono

7. The Dangers of Simplicity
Main Idea
Simplicity, carried to extreme lengths, can be viewed as:
1. Boring
2. Unfair
3. A killer of evolution and progress
4. Uncommercial
5. Socially dangerous
6. Economically dangerous
7. Vulnerable
8. Insensitive
9. Difficult to understand
Supporting Ideas
Anorexia takes the virtue of staying thin and turns it into a
negative trait by carrying the trend to an extreme length. Just as
for any other trait, simplification can be carried to such extreme
lengths value is lost rather than created.
The occasions and circumstances in which this genuinely
happens, however, are limited. More often, there are trade-offs
that can offset the disadvantages. For example, an argument
may be made that a simple law against theft would treat a
shoplifter just as seriously as a bank robber. Clearly, that would
be unacceptable, and some ability to take into account
exceptional circumstances would be required.
Similarly, commercial interests may not always align with the
simplicity imperative. Supermarkets, for example, rarely have
signs which clearly indicate where various foods are stocked in
order to expose people to impulse purchase opportunities while
they look around the store. (Impulse purchases have been
shown to account for up to 80% of all purchases). Clearly, a
simple directional system is not a high priority for supermarket
owners.
Simple systems in company organizations may eliminate many
of the redundancies companies have operated with for years and
years. That may leave the company exposed if contingencies
arise unexpectedly. There’s a trade-off which has taken place
between long-term efficiencies and flexibility -- the company may
be optimized for one set of operating conditions, and may need
to scramble to deliver added value if external conditions change.
Human nature also means that at times, people have the
greatest difficulty in understanding the simplest ideas and
concepts. Occasionally, people feel obliged to elaborate on
something simple with their own ideas and preferences. Or they
may go off in all directions because a simple directive has left
much to be decided by their own judgment.
While it is true that simplification can be taken too far, the
likelihood of this occurring is actually comparatively low --
especially when compared to the extreme amount of waste
generated by complexity.
Key Thought
‘‘Electricity is generally useful but may be dangerous. Motor cars
are generally useful but may be dangerous. A knife is generally
useful but may be dangerous.’’
-- Edward deBono
Simplicity - Page 7
8. Simplicity in Every Day Life
Main Idea
Something does not need to be complex to be useful. In fact,
designing a simpler life can be just as valid an application of the
simplification concepts as any other. You just need to clarify your
own personal values, priorities and other considerations.
Supporting Ideas
There are several habits that can increase personal efficiency
through simplification principles:
1. Whenever you want to focus your thoughts, try verbalizing
or talking to yourself. Just this simple habit will often clarify
complex and difficult issues. It’s also a useful habit to explain
(to yourself) why you’ve made a particular decision.
2. Complex personal issues can often benefit from an
unbundling process -- identifying all the separate issues at
hand and dealing with each independently. Complex issues,
when broken down into smaller aspects, often become far
more manageable and within reach.
3. People tend to get bogged down into details all too often.
Efficiency is enhanced and simplicity is bought into play if
broad concepts are bought into play. The mind is very adept
at working with concepts and images. Concepts can simplify
challenges into action.
4. Most people are far more adept at working backwards than
they are at working forwards. When you work backwards,
you start with a picture of where you want to end up, and then
break that objective down into:
1. A description of which general direction to head in.
2. The concepts required to head in that general direction.
3. The ideas needed to put those concepts into action
Working backwards means adding more and more detail in
successive layers, until everything is decided.
5. A healthy tolerance for best effort is also a great productivity
booster. If every person worked until they completed a job
perfectly, they’d soon become overwhelmed by the
complexity of the task. Instead, simple people realize there’s
no need to wait for the perfect conditions -- frequently, close
enough is entirely acceptable.
Key Thoughts
‘‘The human brain is perfectly capable of handling many things
at the same time, but it is simpler to pay attention to one thing at
a time when complexity is a problem.’’
-- Edward deBono
‘‘The mind may have better ideas when it is not trying to have
better ideas. Clarity is simplicity of perception.’’
-- Edward deBono
‘‘In a simple life you are in control of a chosen complexity of
survival instead of being pressured by the complexity of
opportunity and the world around. The simple life often means
an exchange of one sort of complexity for another. The big
difference is that you no longer have to do things because others
expect it -- you now do things because you want to and you need
to in order to survive.’’
-- Edward de Bono

9. The Ten Rules of Simplicity
Main Idea
1. You need to place a high value on simplicity
2. You must be determined to seek simplicity
3. You need to understand the matter very well.
4. You need to design alternatives and possibilities.
5. You need to challenge and discard existing elements.
6. You need to be prepared to start over again.
7. You need to use concepts.
8. You need to break things down into smaller units.
9. You need to be prepared to trade off other values for simplicity.
10. You need to know for whose sake simplicity is being
designed.
Supporting Ideas
1. You need to place a high value on simplicity.
In practice, most people like the idea of simplicity -- as long
as it doesn’t interfere with other things. That should be
reversed -- simplicity should be treated as the prime objective
and have the highest value, otherwise it’s unlikely to be
achieved.
2. You must be determined to seek simplicity.
Actively seeking simplicity is quite different from appreciating
simplicity if it is present. The drive to simplify must be fueled
by sufficient time, energy, effort and resources if, in fact, it is
expected to succeed.
3. You need to understand the matter very well.
If you try to simplify without understanding a process inside
out, all you’ll end up with is a ‘‘simplistic’’ solution which falls
short of the mark. True simplification comes from a thorough
and detailed knowledge base, supplemented by clear and
concise objectives. Simplicity before understanding is
worthless, but simplicity after understanding has a very high
added value.
4. You need to design alternatives and possibilities.
Most frequently, the first design process that comes to mind
will not be the best. Therefore, to allow a truly simple design
to emerge, use creativity and lateral thinking to avoid an ‘‘only
one right way’’ mindset and develop several processes and
possibilities. Then refine whichever is the most simple and
elegant.
5. You need to challenge and discard existing elements.
Systems have a natural tendency to grow more complex over
time. To offset this, get into the habit of challenging
everything, even your assumptions. That way, you stand a
better chance of identifying elements which have been
retained just for the sake of tradition rather than for function.
6. You need to be prepared to start over again.
Often, starting all over with a newer and simpler process will
be easier than rejigging an existing system for simplification
purposes. Be willing to do so if the benefits justify the cost,
and realize some people will find this concept difficult to
accept.
7. You need to use concepts.
Concepts are, by definition, general, vague and blurry. That
ambiguity allows alternatives to emerge without restraint.
Therefore, use concepts rather than detail whenever you’re
trying to design a way forward. Specific ideas and more
concrete detail will ultimately congregate around business
concepts that specify a general direction and purpose.
Simplicity - Page 8
8. You need to break things down into smaller units.
Decentralization and delegation -- breaking complex tasks
down into small tasks -- allows each of the tasks to be
simplified without losing sight of how each part interacts with
all other parts to form one overall system.
9. You need to be prepared to trade off other values for
simplicity.
Comprehensive systems tend to be very complex. Often,
however, the vast majority of applications use only part of the
complex system. A more efficient model might be to optimize
a simple process which will satisfy the majority of users,
along with a parallel system which will have the capacity to
deal with exceptional cases.
10. You need to know for whose sake simplicity is being
designed.
Simplicity can be designed for the customers or the operators
of any system. In other cases, it might be designed for ease
of manufacture or for ease of maintenance. If these trade-offs
are to be made, specify right at the outset where the priorities
lie, and ensure everyone is working towards the same
simplification objective.
Key Thoughts
‘‘To get simplicity you have to want to get it. To want to get
simplicity you have to put a high value on simplicity.’’
-- Edward deBono
‘‘Simplicity has to be designed. In order to design something you
need to know exactly what you are dealing with and what you
intend to achieve. Not everything that is there really needs to be
there.’’
-- Edward deBono
‘‘Modify if you can -- start afresh if you cannot.’’
-- Edward deBono
‘‘Concepts are the human mind’s way of simplifying the world
around.’’
-- Edward deBono
‘‘If simplicity is a real value, then you must be prepared to trade
off other real values in order to gain simplicity.’’
-- Edward deBono
‘‘A powerful idea which is also accompanied by practical action
steps for the implementation of the idea is more valuable than
an idea which is left in theoretical space.’’
-- Edward deBono
‘‘Complexity harms everyone. So simplicity is everyone’s
business. So why not let everyone help out?’’
-- Edward deBono
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