19 skills · sorted by relevance
Map a current event below the surface into patterns, structures, and mental models. Use when a class or team needs systemic understanding before action.
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Map systemic forces shaping a wellbeing concern without individualising the problem. Uses Bronfenbrenner's ecological model and social determinants to generate structural interventions.
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Surface beliefs, assumptions, stories, and values shaping a system. Use when deeper mental models need examining with care and evidence.
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Design the deeper patterns, structures, artefacts, and mental models needed to grow a desired event. Use when a class imagines a better future.
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Map a complex topic by placing factors on hexagonal tiles where adjacency signals a claimed relationship. Use when students need to surface hidden connections in a system before analysis or action.
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Design a wise systems intervention from an existing analysis. Maps proposed actions against Meadows' leverage points, checks for unintended consequences, and generates alternatives.
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Define the scope and purpose of a complex inquiry before mapping or futures work begins. Use when a class or group needs to agree what they are investigating, who it matters to, and at what scale.
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Orchestrate compassionate systems tools from issue or aspiration to wise action. Use when a class needs a complete inquiry workflow.
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The foundational theory of interactive experience design - loops, motivation, feel, and the art of meaningful playUse when "game design, core loop, game feel, player motivation, game mechanics, meaningful choice, progression system, game economy, game balance, playtesting, GDD, game document, fun factor, engagement, flow state, risk reward, player agency, juice, game polish, 8 kinds of fun, bartle types, MDA framework, game-design, player-experience, core-loop, motivation, game-feel, MDA, playtesting, GDD, systems-thinking, player-psychology, engagement, flow-state" mentioned.
The English summary is being prepared. Showing the original description.
Map systemic forces shaping a wellbeing concern without individualising the problem. Uses Bronfenbrenner's ecological model and social determinants to generate structural interventions.
The English summary is being prepared. Showing the original description.
Map a current event below the surface into patterns, structures, and mental models. Use when a class or team needs systemic understanding before action.
The English summary is being prepared. Showing the original description.
Define the scope and purpose of a complex inquiry before mapping or futures work begins. Use when a class or group needs to agree what they are investigating, who it matters to, and at what scale.
The English summary is being prepared. Showing the original description.
Surface beliefs, assumptions, stories, and values shaping a system. Use when deeper mental models need examining with care and evidence.
The English summary is being prepared. Showing the original description.
Design a wise systems intervention from an existing analysis. Maps proposed actions against Meadows' leverage points, checks for unintended consequences, and generates alternatives.
The English summary is being prepared. Showing the original description.
Map a complex topic by placing factors on hexagonal tiles where adjacency signals a claimed relationship. Use when students need to surface hidden connections in a system before analysis or action.
The English summary is being prepared. Showing the original description.
Orchestrate compassionate systems tools from issue or aspiration to wise action. Use when a class needs a complete inquiry workflow.
The English summary is being prepared. Showing the original description.
Design the deeper patterns, structures, artefacts, and mental models needed to grow a desired event. Use when a class imagines a better future.
The English summary is being prepared. Showing the original description.
从要素到关系、从局部到整体、从静态到动态地分析复杂系统。适用于问题反复出现、牵一发动全身、头痛医头无效的场景。当你发现"越努力越糟糕"或"问题总是复发"时，需要切换到系统性思维找根本解。不适用于简单的单因果问题或需要快速行动的紧急场景。关键触发信号："为什么这个问题反复出现"、"改了A反而坏了B"、"感觉陷入了死循环"。
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Use for systems thinking, or when a change may ripple beyond its target: "what are the side effects?", "why does this keep coming back?", "how do these teams or services affect each other?". Maps loops, delays and leverage points. Skip for single-step fixes.
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