چراغ اگرچہ نمائندے روشنی کے ہیں - جمیلؔ مظہری

تعلقات تو مفروضے زندگی کے ہیں

جمیلؔ مظہری

وہ ایک خواب کہ آنکھوں میں جگمگا رہا ہے - شہباز خواجہ

وہ ایک خواب کہ آنکھوں میں جگمگا رہا ہے

شہباز خواجہ

شکستہ ہو کے بھی نومید ہو نہ دل تیرا - حسن اختر جلیل

یہ رات کاش اسی دل کشی سے ڈھلتی رہے

حسن اختر جلیل

اس حال میں جینا لازم ہے جس حال میں جینا مشکل ہے - عرش ملسیانی

اس حال میں جینا لازم ہے جس حال میں جینا مشکل ہے

عرش ملسیانی

کتابیں جھانکتی ہیں بند الماری کے شیشوں سے - گلزار

کتابیں جھانکتی ہیں بند الماری کے شیشوں سے 

گلزار

Goals

Goals

Albert Einstein

Golem effect

The Golem effect is a psychological phenomenon in which lower expectations placed upon individuals either by supervisors or the individual themselves lead to poorer performance by the individual. This effect is mostly seen and studied in educational and organizational environments. It is a form of self-fulfilling prophecy.

Pygmalion effect

The Pygmalion effect, or Rosenthal effect, is the phenomenon whereby higher expectations lead to an increase in performance.^[1] The effect is named after the Greek myth of Pygmalion, a sculptor who fell in love with a statue he had carved, or alternately, after the Rosenthal–Jacobson study.

Student syndrome

Student syndrome refers to planned procrastination, when, for example, a student will only start to apply themselves to an assignment at the last possible moment before its deadline. This eliminates any potential safety margins and puts the person under stress and pressure. According to one academic source, it is done in order to induce a level of urgency high enough to ensure the proper amount of effort is put into the task.^[1]

The term is used to describe this form of procrastination in general, and not only by students, e.g. in the field of software engineering: 

"This initial research investigates three behavioral issues which may affect team member productivity in both a traditional waterfall project and in a Scrum project: the management of stress, the use of slack and the student syndrome."^[2]

Snackwell effect

Snackwell effect is a phenomenon that states that dieters will eat more low-calorie cookies, such as SnackWells, than they otherwise would for normal cookies.

Rebound effect

In conservation and energy economics, the rebound effect (or take-back effect, RE) is the reduction in expected gains from new technologies that increase the efficiency of resource use, because of behavioral or other systemic responses. These responses usually tend to offset the beneficial effects of the new technology or other measures taken. While the literature on the rebound effect generally focuses on the effect of technological improvements on energy consumption, the theory can also be applied to the use of any natural resource or other input, such as labor. The rebound effect is generally expressed as a ratio of the lost benefit compared to the expected environmental benefit when holding consumption constant.^[1]

For instance, if a 5% improvement in vehicle fuel efficiency results in only a 2% drop in fuel use, there is a 60% rebound effect (since  ^(5-2)⁄₅ = 60%).^[2] The 'missing' 3% might have been consumed by driving faster or further than before.

Hiding Hand Principle

Hiding Hand Principle

The Hiding Hand principle, a concept introduced by economist Albert O. Hirschman in his 1967 book, "Development Projects Observed," describes a paradoxical phenomenon in the planning and execution of complex projects, particularly in development.

The core idea is that when people decide to undertake ambitious projects, they tend to systematically underestimate the difficulties, costs, and potential problems they will face. Simultaneously, they systematically overestimate their own capacity and resources to solve unexpected issues that might arise.

Planning fallacy

The planning fallacy, first proposed by Daniel Kahneman and Amos Tversky in 1979,^[1][2] is a phenomenon in which predictions about how much time will be needed to complete a future task display an optimism bias and underestimate the time needed.

Peter principle

In management theory, the Peter principle states that the selection of a candidate for a position is based on the candidate's performance in their current role, rather than on abilities relevant to the intended role. Thus, employees only stop being promoted once they can no longer perform effectively, and "managers rise to the level of their incompetence." 

The Peter principle was coined by educator Laurence J. Peter in 1969.

Murphy's Law

Murphy's law is a popular adage that states that "things will go wrong in any given situation, if you give them a chance," or more commonly, "whatever can go wrong,will go wrong." 

Parkinson's law

Parkinson's Law is a principle that states:

"Work expands so as to fill the time available for its completion."  

Formulated by Cyril Northcote Parkinson in a satirical essay published in The Economist in 1955, and later in his book Parkinson's Law: The Pursuit of Progress, the law describes a common observation about efficiency (or lack thereof) in bureaucracies and other organizations.  

Change ― Mandy Hale

Growth is painful. 

Change is painful. 

But nothing is as painful as staying stuck somewhere you don't belong.

         ― Mandy Hale

نہ اب رقیب نہ ناصح نہ غم گسار کوئی - ‎فیض احمد فیض

نہ اب رقیب نہ ناصح نہ غم گسار کوئی

‎فیض احمد فیض

Standing on the shoulders of giants - Newton

"If I have seen further than others, it is by standing on the shoulders of giants".

Sir Isaac Newton