4 Laws Every Manager Should Understand
Processes don’t just succeed—or fail—by chance. Beneath the surface of everyday work, a few timeless laws quietly shape how projects unfold, how people make decisions, and how errors creep in. Whether you’re leading a Lean initiative, managing a team, or simply trying to improve your daily workflow, understanding these patterns can give you a powerful advantage.
In this post, we’ll explore some of the fundamental “laws” that influence process behavior. Not theory for theory’s sake—but practical insights you can use to spot risks earlier, design smarter systems, and move your work forward with fewer surprises.
1. Parkinson’s Law
Ever wonder why a simple task can stretch to fill an entire afternoon? That’s no accident. It’s Parkinson’s Law in action.
Work expands to fill the time available for its completion. In other words, if you allow a task a full day, it will often take that long—even if it could have been done in two hours.
When planning a Lean workshop, instead of giving a full day for brainstorming, allocate only two focused hours. Tighter time frames encourage efficiency and sharper thinking.
2. Murphy’s Law
No matter how tight your plan is, if something can go wrong—it eventually will.
Anything that can go wrong, will go wrong. Murphy’s Law isn’t pessimism; it’s a call to anticipate and design for failure points.
In a production setup, always include backup systems and preventive maintenance plans. Assume machines will fail — and be ready.
3. Hick’s Law
Too many choices can freeze decision-making. Simpler options move people to action faster.
The time it takes to make a decision increases with the number and complexity of choices. Fewer, clearer options reduce hesitation and mistakes.
Example In a digital dashboard redesign, limit menu options to the essentials. Group secondary features under expandable menus instead of overwhelming users upfront.
4. Goodhart’s Law
When you start managing to a number rather than the goal behind it, you’re falling into a classic trap: Goodhart’s Law.
When a measure becomes a target, it ceases to be a good measure. Focusing solely on KPIs can distort behavior and undermine real goals. Use Case:
Instead of only tracking the number of units produced, also measure first-pass yield (quality). Otherwise, quantity could rise while defects skyrocket.