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John Littlewood's law of miracles states that we can expect "miracles" to happen often.
If we see and hear things happening at a rate of one per second, the total number of events that happen to us in a month will be about a million. The chance of a miracle is about one per million events. Therefore we should expect about one miracle every month.
"The amount of energy needed to refute bullsh*t is an order of magnitude bigger than to produce it."
Albert Brandolini's law acknowledges four truths:
When a measure becomes a target, it stops being a good measure.
Charles Goodhart is an economist who recognized that once you set a new policy target, the authority involved has his reputation attached to meet that target successfully and may neglect or adjust his behavior and procedures for that target.
Dollo's law of irreversibility states that an organism can't re-evolve to a former state. The path that led to its former state was so intricate that it is impossible to retrace that exact path.
This law affects businesses and brands. Some things are hard to build, and once lost, will likely never be regained.
“Communication usually fails, except by accident.”
Osmo Wiio, a Finnish journalist, also made other laws of communication, such as:
No scientific discovery is named after its original discoverer.
Discoveries are most often the result of a combination of existing discoveries that solve a problem with an old invention.
The famous person is often the one who communicates an idea the best, not whose idea is the best.
SIMILAR ARTICLES & IDEAS:
The point is that the more specific a lesson of history is, the less relevant it becomes.
One of the interesting parts of the Great Depressions from history is not just how the economy collapsed, but how quickly and dramatically people’s views changed when it did.
People suffering from immediate, unexpected adversity are likely to adopt views they previously thought absurd. It’s not until your life is in full chaos (with your hopes and dreams your dreams unsure) that people begin taking ideas they’d never consider before seriously.
They are shortcut strategies that save time and effort by focusing our attention and simplifying the way we process information. The rules aren’t universal- they’re tailored to the particular si...
They guide the choice of what to do (and not do) without requiring a lot of time, analysis, or information.
They work well for categorical choices, like a judge’s yes-or-no decision on a defendant’s bail, and decisions requiring many potential opportunities to be screened quickly.
These rules also come in handy when time, convenience, and cost matter.
They rank options to help decide which of multiple paths to pursue.
They are especially powerful when applied to bottleneck activities - pinch-points in companies, where the number of opportunities swamps available resources, and prioritizing rules can ensure that these resources are deployed where they can have the greatest impact.