In fact, our mind limitations are visible especially when we do not know how to distinguish significant input from noise. Take for example sleeping in a tent in a forest. Every sound will make you alert, and you will need a couple of days before you will learn how to ignore things.
Our mind behaves exactly like this in all situations, even in business. Lack of proper filtering, or, in other words, lack of appropriate models, leads to analysis paralysis, where deciding takes too much effort.
We, as humans, are terrible at dealing with a large amount of information. Our short term cognitive skills allow us to focus on a very limited set of simple objects or parameters at once.
In such a situation, managers will fall back on memes, rules of the thumb or gut feelings, which is more or less equal to tossing a coin.
This is why it is so important to stop thinking about any company as a monolithic object, which it is not.
As a matter of fact, each company consists of a number of dependent and interconnected components. Realising this, and defining component boundaries reduces complexity. It is no longer necessary to diagnose all potential effects of a given change, as the modification is wrapped and limited to a single component.
Seemingly global change has just become local, cutting off many potential analysis branches.
Unfortunately, some changes are visible to other components, and therefore affect them. If some activity suddenly changes, all dependent components have to be adjusted. Plain dependency visualisation can help you make the impact analysis faster.
Both concepts, componentisation and visualisation, are foundations of Wardley Mapping technique, which can help you make better and faster decisions. So, why not to learn it?