The first relates to feedback clarity.
For someone at 98% in a class or life, the few next things are easy to see and focus on, and are typically small delta's from the global maximum.
But at 60%, there are many things to fix and many directions to local maxima.
Someone who can make headway from 60% is far more skilled than someone who makes improvements from 98%. Their adaptive function is much more complex and comprehensive. (I would also argue they create more social value to go from 60-75%, but that depends on output utilization.)
It's roughly same with the range of early-late stage companies, with 40%-95% clarity.
The second aspect is, well, dependent co-arising: you're adapted to the difficulties you've had, so you can tolerate or solve them better than most -- leading you to prefer those situations over new ones, even though the new ones are objectively better. In a sense, you're maximizing your activation rather than benefit. It's a bit of a trap since any detachment requires de-activation, which is (a) opposite of what you previously valued and not exciting, and (b) typically confronts one with the exported costs of one's prior focus.
A benefit of recognizing misperception is to counter it where it reduces value.
CBF is essentially the saturation state for incentive vs difficulty, where no additional incentive or ease will induce further activation. This is actually the goal state of bureaucratic organizations working via validated processes or people minimizing cost/maximizing slack at work. So: not always bad, but certainly not exciting.
The answer is to step out of the equation. Have other engaging activities (or businesses) such that time/resources wasted in one is quickly pruned to shift time/resources to others. Do this enough and you can't be trapped, because you're familiar with the hype/deflate cycle of coming and going. You might also be less daunted when struggling at 60%, and less full of yourself when sailing at 98%. Because these switches entail incommensurable decisions, they exercise what might called be your moral core, you identify a bit less with your roles, you can approach new tasks and new people with openness, and you might spend more time just being.