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ClassZ Agile
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General Cognitive Biases
List of Cognitive Biases
List of Eponymous Laws
List of Paradoxes
List of Fallacies
The Gordian Knot
- an intractable problem
Thou Shalt Not Commit Logical Fallacies
Your Bias
Cognitive Bias Codex graphic
50 Cognitive Biases Infographic
Special Laws and Effects
90-90 Rule
: 90% of the work will take 90% of the time. The remaining 10% of the work will take 90% of the time
Abilene Paradox
: The tendancy of a group to agree despite individuals holding differenct opinions
Akrasia Effect
: Procrastination and Time Inconsistency
Apophenia
: Seeing patterns in random data - can be a generalization of Confirmation Bias
Pareidolia
is the tendancy to see objects like faces in unusual places
examples
Argumentum ad populum
: If many believe it so, it is so
Brook’s Law
: Adding people to a software project makes it later (and
exceptions
)
Cunningham’s Law
: The best way to get the right answer on the internet is not to ask a question, it’s to post the wrong answer
Cobb’s Paradox
: We know why projects fail, we know how to prevent that, so why do they still fail?
Classical Conditioning
: People (and dogs) can be trained to respond to a stimulus (see Orienting Response)
Conway’s Law
: Systems produced are copies of communication structures
Einstellung Effect
: The tendancy to solve problems in the same way they’ve been solved in the past despite there being better ways.
Enkrateia Effect
: Opposite of Akrasia, or self control
Focusing Illusion
: Nothing is as important in life as you think it is while you are thinking about it
Fundamental Attribution Error
: Tendancy to under-emphasize situation and over-emphasize personality in observed behaviour
Godwin’s Law
: As an online discussion grows longer, the probability of a comparison involving Nazis or Hitler approaches 1
Goodhart’s Law
: When a measure becomes a target it ceases to be a good measure
Granger Causality
: Time delayed correlations
Hanlon’s razor
: Never attribute to malice that which is adequately explained by stupidity
Hawthorne Effect
: Behavior changes when being observed
Hofstadter’s Law
: It always takes longer than you expect, even when you take into account Hofstadter’s Law
Better than Average Heuristic
: Tendancy to over-estimate our own skill compared to others. Part of
Illusory Superiority
and similar to
Dunning Kruger Effect
or not
Debunking Dunning Kruger
Larman’s Laws of Organizational Behavior
: Orgs are optimized for status quo
Law of Requisite Variety
To achieve stability in a complex system the number of control states must be greater than the number of system states
Little’s Law
: Lead Time = WIP / Throughput
Little’s 2nd Law
: People are good a what they like
Murphy’s Law
: Anything that can go wrong will go wrong
Moore’s Law
: Rate of doubling
Next in Line Effect
: You will forget the information from the person immediately ahead of you in line
Occam’s Razor
: Pick the solution with the fewest assumptions
Orienting Response
: Changes in environment can interrupt attention and focus (lesser form of
Startle Response
)
Pareto Principle
: 80/20 rule
Parkinson’s Law
: Work expands to fill the time available
Peter Principle
: People in a hierarchy tend to rise to their “level of incompetence”
Post hoc ergo propter hoc
: Causation fallacy
Pratfall Effect
: Making a mistake can increase personal appeal
Price’s Law
: 50% of the work is done by the square root of the total number of people who participate in the work
Reciprocity
: Responding with like behaviour, can be both positive and negative
Ringelmann Effect
: Social loafing and Bystander effect, the tendancy to do less individually when part of a team
Rosenthal Effect
: Higher expectations lead to increased performance
Stockdale Paradox
: Maintain positive future despite present difficulty
Sutton’s Law
: Why do you rob banks? Because that’s where the money is
Tog’s Paradox
: Attempts to reduce complexity in tasks or products lead to more complex and challenging items.
Zeigarnik Effect
: People remember uncompleted tasks better than completed ones