This is a common problem because it springs from deep-seated cognitive biases. Game designs are full of hidden possibilities. One level or system might play out hundreds or thousands of different ways, so watching a game in a review isn’t enough to understand a game—but it feels like it is because of the brain’s deep-seated WYSIATI (what you see is all there is) assumption. The leader doesn’t know how much he doesn’t know, because he has never seen the things he doesn’t know. Since he can’t perceive his own lack of knowledge, he thinks that his understanding is complete. So he arrogates the decisions because he thinks he can make them better, and the subordinates walk away fuming.
— 📖 Designing Games with a bias
- sounds like the author was tilted about a very specific situation here, tho