Universal Laws of the World
“For every PhD, there is an equal and opposite PhD.”
In law and public policy, for every qualified expert witness, there is an expert witness that will come to the opposite conclusion.
This is a professional note extracted from an online article.
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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.
Work expands to fill the time available for its completion.
This can also be applied to other ideas. For instance, expenses expand to fill an income, or data can expand to fill a given level of storage.
“Communication usually fails, except by accident.”
Osmo Wiio, a Finnish journalist, also made other laws of communication, such as:
In a dispute, the intensity of emotions is inversely related to the value of the issues at stake.
When the stakes are actually high, people are willing to put their differences aside for a common cause.
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.
Assuming the familiar is the best.
You are in danger of thinking your own ideas are better because they are familiar. Your mind will always give your ideas more credit over other ideas that are better, but harder to explain.
Problems in complex systems rarely have one cause.
Doctor John Hickam observed that a patient is likely to have a few common problems and rarely just one. To try and get to the one underlying cause is likely to be a misdiagnosis.
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.
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If you become very attached to your routines, when they get messed up, you get frustrated.
You feel what is almost like withdrawals and you start doubting yourself.
A routine means creating practices, habits and rules that force us to be better. Without it, resistance is given too much room to operate.
Routines are essential in the battle with doubt, chaos and laziness.
Left unsupervised, however, it becomes a form of tyranny.
The ability to rotate from routine to routine, discipline to discipline, according to the needs of the day and the moment is very important.
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.
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