The law of triviality describes the group’s tendency to devote a disproportionate amount of time, energy, and resources to small and simple decisions, while minimizing or postponing those that are complex and crucial. This chapter analyzes the phenomenon through the emblematic case of the Keystone Project, where a simple, cost-effective, and highly effective intervention, the use of checklists to prevent catheter-associated infections, was unexpectedly halted due to a technical interpretation of human subjects research regulations. The controversy, fueled by regulatory debates and institutional pressures, delayed the implementation of a life-saving practice. The chapter describes the psychological foundations of the law of triviality, its contributing factors such as cognitive load, illusion of contribution, and the Dunning–Kruger effect, and its impact on individual and group decision-making. It also reviews the historical origins of the concept, from Parkinson to its reformulation as the “bikeshedding effect.” Finally, the implications of this bias in surgical practice are discussed, especially in multidisciplinary meetings, morbidity and mortality conferences, and institutional processes, as well as concrete strategies to prevent it through structured agendas, priority setting, time limits, and reducing the number of participants.