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Found 159 Skills
Generate exactly 5 probability-weighted options for a specific decision point. Forces unconventional alternatives beyond safe defaults. For quick decision-point analysis, NOT full design exploration (use brainstorming for that). Triggers on "대안", "alternatives", "옵션 뽑아", "options", "어떤 방법이", "아이디어", "다른 방법", "선택지".
Use when starting a forecast to establish a statistical baseline (base rate) before analyzing specifics. Invoke when need to anchor predictions in historical reality, avoid "this time is different" bias, or establish outside view before inside view analysis. Use when user mentions base rates, reference classes, outside view, or starting a new prediction.
Know the boundaries of your expertise and operate within them. Use when evaluating opportunities, making decisions outside your domain, or assessing when to defer to experts.
Analyze complex systems through stocks, flows, and feedback loops to find high-leverage interventions. For organizational, environmental, social, and technical systems exhibiting circular causality. NOT for linear problems or simple cause-effect chains.
Think beyond immediate consequences to understand the chain reactions of decisions. Master Howard Marks' investment framework for seeing what others miss. Use when: **Strategic decisions** where long-term consequences matter; **Policy/rule changes** that will trigger behavioral responses; **Competitive moves** to anticipate market reactions; **Product decisions** where user behavior may shift; **Investment analysis** to see past obvious conclusions
Apply real options analysis to value managerial flexibility embedded in investment decisions. Use this skill when the user needs to evaluate projects with significant uncertainty and flexibility, assess the value of deferring or expanding investments, compare traditional NPV with expanded NPV, or when they ask 'should we wait to invest', 'what is the option to abandon worth', or 'why does NPV undervalue this project'.
/cs:boardroom <brief> — 6-phase multi-role deliberation across the C-suite with Phase 2 isolation, critic pre-screen, and synthesis. Outputs a board memo.
Day 1 morning move of a Foundation Sprint. Forces explicit team choices on target customer, important problem, team advantage, and competitors and alternatives. Produces a single coherent strategic frame that becomes the input to Day 1 afternoon Differentiation. Use after the sprint brief is signed and Day 1 morning is scheduled. Bundled artifact, not four separate decisions.
Guidance for asking clarifying questions when user requests are ambiguous, have multiple valid approaches, or require critical decisions. Use when implementation choices exist that could significantly affect outcomes.
Run a Virtual Think Tank — a structured multi-persona debate — before planning or making architectural/design/strategic decisions. Use this skill whenever the user is about to plan a system, make a technology choice, evaluate trade-offs, decide on an approach, or faces any decision where multiple perspectives would sharpen the outcome. Also trigger when the user says "think tank", "debate this", "perspectives on", "trade-offs", "should I use X or Y", "help me decide", "before we plan", or asks for pros/cons of competing approaches. This skill should run BEFORE any implementation planning begins — it produces a structured analysis that feeds into better plans.
Activate this when users need to understand extreme events (bubbles, crashes, mass hysteria, cults, mob behavior), diagnose systemic organizational failures, or assess the risk of multiple psychological/market/institutional forces aligning in the same direction. Typical trigger signals: the phenomenon described by the user "far exceeds what any single factor can explain"; the user attempts to explain an extreme outcome with a single cause; the user is concerned about "multiple adverse factors erupting simultaneously". Not applicable to conventional single-factor decision analysis or assessment of mild incremental changes.
Run a structured multi-perspective council on a hard decision, design choice, debugging question, strategy problem, or tradeoff. Use when the user wants multiple viewpoints, explicit cross-examination, and a compact final verdict.