I noticed that many people struggle with decision-making and uncertainty in the workplace. The good part is that there are several useful ways of thinking that can help us better understand how the world works.

Let’s start with one of the best-known—Murphy’s Law. This principle says that the more you fear something, the greater the chance that it will happen. It’s strange, but true. According to the logic of Murphy’s Law, our fear energy seems to attract exactly what we want to avoid.

But there are also more practical laws. Gidlin’s Law emphasizes that if a problem is clearly written down, half of the problem will be solved. I like this one—it means that the first step is always to precisely define what you’re truly facing.

Gilbert’s Law is even more interesting. The biggest problem at work is that no one tells you what to do. So you can do anything, but no one tells you. It can be a sense of freedom or a feeling of complete chaos—depending on your perspective.

Huna Ersen’s Law is something I regularly see in successful people: first put the information and money in place, and the money will come naturally. This isn’t about being greedy—it’s about priorities.

Folkland’s Law is simple, yet powerful: don’t make decisions when they don’t need to be made. We spend a lot of time making decisions when we could simply wait.

Peter’s Principle is a bit depressing, but it’s honestly explanatory—whether you can be promoted to a higher position in the hierarchy has no direct relation to how well you perform your current job. So the best employees are often promoted to roles where they are not as effective.

The Broken Window Theory is about prevention: if something is broken, and it isn’t fixed in time, more negative events will happen. A small problem becomes a big one if you ignore it.

And finally, Washington’s Cooperation Law: more people are not always more effective. If you want to prevent internal struggles, you need to formulate an appropriate system. This is important for leading a team.