Thought Figures

Minimalist illustrations of intellectual concepts, cognitive laws and biases.

Anchoring Bias
Anchoring Bias The first number heard distorts all those that follow. Biases & Heuristics
Loss Aversion
Loss Aversion Losing £100 hurts more than gaining £100 feels good. Biases & Heuristics
Confirmation Bias
Confirmation Bias We seek what confirms. We ignore what contradicts. Biases & Heuristics
Availability Bias
Availability Bias We judge as probable what comes easily to mind. Biases & Heuristics
Hindsight Bias
Hindsight Bias "I knew it all along." Biases & Heuristics
Survivorship Bias
Survivorship Bias We learn from survivors, not from those who disappeared. Biases & Heuristics
The Map Is Not the Territory
The Map Is Not the Territory Our models of the world are not the world. Epistemology
Chesterton's Fence
Chesterton's Fence Don't remove what you don't yet understand. Epistemology
The Framing Effect
The Framing Effect The same data produces opposite decisions depending on how it is presented. Biases & Heuristics
Cobra Effect
Cobra Effect An incentive designed to solve a problem ends up making it worse. Economics & Incentives
Dunning-Kruger Effect
Dunning-Kruger Effect The less you know, the more confident you feel. Psychology & Behaviour
Halo Effect
Halo Effect One positive trait colors the entire perception of a person. Biases & Heuristics
The Lindy Effect
The Lindy Effect The longer something has survived, the longer it will likely survive. Epistemology
Placebo Effect
Placebo Effect Belief heals as much as the remedy. Psychology & Behaviour
Spotlight Effect
Spotlight Effect We overestimate the attention others pay to us. Psychology & Behaviour
Pygmalion Effect
Pygmalion Effect Expectation creates reality. Psychology & Behaviour
Ringelmann Effect
Ringelmann Effect The larger the group, the less each member contributes. Psychology & Behaviour
Overton Window
Overton Window Only ideas within the window are politically viable, and the window moves. Economics & Incentives
Ikigai
Ikigai Your reason for being at the intersection of four dimensions. Epistemology
Brandolini's Law
Brandolini's Law Debunking nonsense takes ten times more energy than producing it. Epistemology
Brooks's Law
Brooks's Law Adding developers to a late project makes it later. Engineering & Technology
Carlson's Law
Carlson's Law Continuous work is always more effective than interrupted work. Management & Organisations
Conway's Law
Conway's Law Systems reflect the communication structure of the organisations that build them. Engineering & Technology
Gall's Law
Gall's Law Every working complex system evolved from a simple system that worked. Engineering & Technology
Goodhart's Law
Goodhart's Law When a measure becomes a target, it ceases to be a good measure. Economics & Incentives
Hick's Law
Hick's Law The more choices, the longer the decision takes. Psychology & Behaviour
Hofstadter's Law
Hofstadter's Law It always takes longer than you expect, even when you take into account Hofstadter's Law. Management & Organisations
Hyrum's Law
Hyrum's Law With enough users, all observable behavior becomes a dependency. Engineering & Technology
Kerr's Law
Kerr's Law We reward A, we hope for B, and we get A. Economics & Incentives
Metcalfe's Law
Metcalfe's Law The value of a network grows as the square of its number of users. Engineering & Technology
Miller's Law
Miller's Law Working memory can only hold 7 ± 2 items at once. Psychology & Behaviour
Pareto's Law
Pareto's Law 20% of causes produce 80% of effects. Economics & Incentives
Parkinson's Law
Parkinson's Law Work expands to fill the time available for its completion. Management & Organisations
Tesler's Law
Tesler's Law Complexity is incompressible: it shifts, it doesn't disappear. Engineering & Technology
Learning Culture Lotus
Learning Culture Lotus Learn continuously, at every level. Management & Organisations
Maslow's Hammer
Maslow's Hammer If your only tool is a hammer, everything looks like a nail. Biases & Heuristics
Dunbar's Number
Dunbar's Number We can only maintain ~150 stable relationships. Management & Organisations
Abilene Paradox
Abilene Paradox A group can collectively decide what nobody individually wants. Management & Organisations
Jevons Paradox
Jevons Paradox Efficiency increases consumption. Economics & Incentives
Hanlon's Razor
Hanlon's Razor Never attribute to malice what can be explained by incompetence. Epistemology
Peter Principle
Peter Principle In a hierarchy, everyone rises to their level of incompetence. Management & Organisations
Postel's Law
Postel's Law Be liberal in what you accept, conservative in what you send. Engineering & Technology
The Shirky Principle
The Shirky Principle Institutions will try to preserve the problem to which they are the solution. Management & Organisations
Occam's Razor
Occam's Razor Between two equivalent explanations, choose the simpler one. Epistemology