On the opposite end of the time spectrum is the phrase extinct by instinct, which is making a fatal decision based on hasty judgment or a gut reaction.
Analysis paralysis is when the fear of either making an error or forgoing a superior solution outweighs the realistic expectation or potential value of success in a decision made in a timely manner.
Related concepts are expressed by the Centipede's dilemma, how unconscious activity is disrupted by conscious thought of it, and by the tale of Buridan's ass, a paradox of rational decision-making with equal options.
[11] In a paper published in 1970, based on a speech in 1969 and other works, Silver and Hecker wrote: The Duke group has used the term "analysis-paralysis" to point out that, if we wait until we have completely answered all the questions and solved all of the problems before training the personnel we need, we will never reach a solution.
[14] When extended over too long of a timeframe, such processes tend to emphasize the organizational (i.e., bureaucratic) aspect of the software project, while detracting from its functional (value-creating) portion.
Analysis paralysis can occur when there is a lack of experience on the part of workers such as systems analysts, project managers or software developers, and could be due to a rigid and formal organizational culture.
[15] Analysis paralysis can also arise from extensive experience or expertise, which serves to increase the number of options and considerations that appear at every decision point.
In some instances, Agile software development ends up creating additional confusion in the project in the case where iterative plans are made with no intention on having the team following through.
A victim of sporting analysis paralysis will frequently think in complicated terms of "what to do next" while contemplating the variety of possibilities, and in doing so exhausts the available time in which to act.