'decision-making' 검색 결과

Applies Judea Pearl's causal reasoning frameworks to distinguish correlation from causation, evaluate AI capabilities, and make counterfactual decisions. Reach for this skill whenever Claude encounters questions about causal inference, structural causal models, the limitations of deep learning, AGI, experimental design, covariate selection, or personalized decision-making. Trigger this skill for topics involving Bayesian networks, the do-calculus, the Ladder of Causation, or when a user tries to answer 'what if' or 'why' questions using purely observational data. Pearl's principles are essential for moving beyond probability calculus into true causal understanding.

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Conduct comprehensive market research including competitive analysis, customer persona development, market sizing (TAM/SAM/SOM), survey design, and trend analysis. Synthesize insights for strategic decision-making.

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Define a set of actionable design principles that guide decision-making and resolve trade-offs.

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This skill should be used when the user says "/council", "council", "deliberate", "multi-perspective decision", "트레이드오프 분석", "위원회 소집", "여러 관점으로 검토", or wants deep multi-perspective deliberation with tradeoff mapping. Combines tribunal (structured adversarial review), agent-council (external LLM opinions), dev-scan (community sentiment), and step-back (meta-level review) into a unified decision-making committee. Uses Agent Teams for real peer-to-peer debate with iterative step-back moderation loop.

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Building modular, debuggable AI behaviors using behavior trees for game NPCs and agentsUse when "behavior tree, bt, npc ai, ai behavior, game ai, decision tree, blackboard, ai, behavior-trees, npc, game-ai, decision-making, agents" mentioned.

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Founders face unique challenges in how they work. Maker vs manager schedule conflicts. Default alive vs dead math. Time and money slowly leaking away. Effective founders develop systems for navigating these challenges. This skill synthesizes PG's essays on founder productivity and decision-making into an operating system for founder effectiveness. Use when "keywords, contexts, " mentioned.

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Technical decision-making frameworks - trade-off evaluation, reversibility analysis, and second-order thinking for better engineering choicesUse when "should we, which is better, trade-off, decision, choose between, versus, pros and cons, what if we, is it worth, evaluate options, decisions, trade-offs, architecture, adr, reversibility, strategy, planning, risk" mentioned.

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Expert in decision-making frameworks - systematic approaches to making better decisions under uncertainty. Covers decision criteria, reversibility assessment, stakeholder alignment, and decision documentation. Knows when to decide fast and when to deliberate. Use when "decision framework, how to decide, making a choice, tradeoff, should we, pros and cons, decision matrix, weighing options, " mentioned.

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CEO (Chief Executive Officer) — 一家公司「最高操作员」的工艺, 与泛泛「领导力 / 管理学」不同: (a) 设定战略与凝结愿景 (Drucker 的「企业的经营理论」+ Porter 论定位 + Hamilton Helmer 的「七力」+ Andy Grove 的「战略转折点」+ Roger Martin 《Playing to Win》); (b) 资本配置是 CEO 单一最高杠杆的工作 (Buffett/Munger Berkshire 致股东信 + William Thorndike 《The Outsiders 商界局外人》论 8 位非常规 CEO + Michael Mauboussin 论 hurdle rate + Bezos 年度致股东信「invariants vs bets」+ Mark Leonard Constellation Software); (c) 组建与领导高管班子 (Patrick Lencioni 《团队的五大障碍》+ Ben Horowitz 《艰难的事》+ Reed Hastings 《No Rules Rules》人才密度 + Andy Grove HOP《高产出管理》+ Lou Gerstner IBM 转型 + Marshall Goldsmith); (d) 董事会与投资人关系 (Larcker & Tayan 《公司治理重要》+ Bill George 《True North》+ 正式 CEO-董事长 / CEO-独立董事 protocol + 维权投资人 playbook + 资本市场沟通); (e) 企业文化与价值观作为操作系统 (Netflix 文化手册 + Amazon Leadership Principles + Bridgewater 《Principles》Ray Dalio + Schein 论组织文化 + 任正非 灰度 + 张瑞敏 人单合一 + 稻盛和夫 阿米巴); (f) 高不确定下的高风险决策 (Bezos Type 1/Type 2 决策 + premortem Klein + Kahneman 论 executive bias + RAPID/DACI + base rates + 情景规划 + 反思 premortem); (g) 对内对外沟通 (创始人 / CEO 致股东信作为机构构建工具: Bezos / Buffett / Reed Hastings 备忘录 / 任正非 内部讲话 + Town Hall + 危机沟通 Tylenol/Boeing/Wells Fargo + 应对维权投资人); (h) 跨阶段规模化 (创业 0→1 / 扩张 1→100 / 成熟期掌舵 / 危机转型): Steve Blank + Brian Chesky founder-mode + Marc Andreessen + Pierre Lassonde + Lou Gerstner 转型; (i) 创始人 CEO vs 职业经理人 CEO 的差异 (Paul Graham 「Founder Mode」2024 + Brian Chesky + Reed Hastings (创始人→职业过渡) + BCG/McKinsey 的「manager mode」+ 两者各自代价 + 什么时候切换)。诚实处理: 幸存者偏差 (单个 CEO 的打法 ≠ 普适规律, 学术研究显示 CEO 个人方差约 ⅓, 约 70% 来自行业 / 时代 / 运气 / 资本结构), 创始人崇拜, 区分可复制工艺与不可移植个人魅力, 治理与利益相关者责任 (员工 / 股东 / 社会), 反对 CEO 神话与 Welch 退休金扭曲 / Theranos / WeWork / FTX / Uber-Kalanick 时代 / Musk 80h+ / 996 工时崇拜。覆盖 founder-CEO (Bezos/Hastings/黄仁勋/Chesky/Brin/任正非) 与职业 CEO (Nadella/Gerstner/Pichai/Mulally/Lafley)。不含: 泛泛管理理论 (商业书已覆盖, 本 skill 专谈 C-suite 这个具体岗位), 不含: 「领导力」作为个人成长自助 (Robbins/Tracy/Maxwell 励志体裁), 不含: 「如何创业」早期战术 — 一旦有员工 / 董事会 / 资本, CEO 的工艺才开始。 (CEO (Chief Executive Officer) — the craft of being the top operator of a company, distinct from generic 'leadership/management': (a) setting the strategy and crystallizing the vision (Drucker's 'theory of the business' + Porter on positioning + Hamilton Helmer's 7 powers + Andy Grove's strategic inflection points + Roger Martin Playing to Win); (b) capital allocation as the CEO's single highest-leverage job (Buffett/Munger Berkshire letters + William Thorndike 'The Outsiders' on 8 unconventional CEOs + Michael Mauboussin on hurdle rates + Bezos's annual shareholder letter approach to invariants vs bets + Mark Leonard Constellation Software); (c) building and leading the executive team (Patrick Lencioni 'Five Dysfunctions' + Ben Horowitz 'Hard Things About Hard Things' + Reed Hastings 'No Rules Rules' on talent density + Andy Grove HOP + Lou Gerstner IBM turnaround + Marshall Goldsmith); (d) board and investor relations (Larcker & Tayan 'Corporate Governance Matters' + Bill George 'True North' + the formal CEO-Chair / CEO-Lead Director protocols + activist investor playbooks + capital markets communication); (e) culture and values as operating system (Netflix culture deck + Amazon Leadership Principles + Bridgewater 'Principles' Ray Dalio + Schein on org culture + 任正非 Ren Zhengfei 灰度 + 张瑞敏 Zhang Ruimin 人单合一 + 稻盛和夫 阿米巴); (f) high-stakes decision-making under uncertainty (Bezos Type 1 vs Type 2 + premortem Klein + Kahneman 'Thinking Fast and Slow' for executive bias + RAPID/DACI + base rates + scenario planning + premortem); (g) internal and external communication (founder/CEO letters as institution-builders: Bezos shareholder letters / Buffett letters / Reed Hastings memos / 任正非 内部讲话 + Town Halls + crisis communication Tylenol/Boeing/Wells Fargo + activist responses); (h) cross-stage scaling (founder-CEO of 0→1 / scaling 1→100 / mature-stage stewardship / turnaround): Steve Blank + Brian Chesky founder-mode + Marc Andreessen + Pierre Lassonde mining vs steady-state + Lou Gerstner turnaround; (i) the founder-CEO vs professional-manager-CEO distinction (Paul Graham 'Founder Mod

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Implement ReasoningBank adaptive learning with AgentDB's 150x faster vector database. Includes trajectory tracking, verdict judgment, memory distillation, and pattern recognition. Use when building self-learning agents, optimizing decision-making, or implementing experience replay systems.

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Define a set of actionable design principles that guide decision-making and resolve trade-offs.

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Implement ReasoningBank adaptive learning with AgentDB's 150x faster vector database. Includes trajectory tracking, verdict judgment, memory distillation, and pattern recognition. Use when building self-learning agents, optimizing decision-making, or implementing experience replay systems.

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Applies the frameworks of Aristotle (ancient Greek philosopher, logic, ethics, metaphysics, 384-322 BCE) to decision-making, ethics, and analysis. Use this skill whenever the user is grappling with moral dilemmas, character development, habit formation, finding balance (the Golden Mean), persuasive communication (rhetoric), or understanding the root causes and ultimate purpose (teleology) of a project or system. Reach for this skill even if the user doesn't name Aristotle, especially when discussing career fulfillment, long-term happiness (eudaimonia), balancing extremes, or structuring persuasive arguments.

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Applies Judea Pearl's causal reasoning frameworks to distinguish correlation from causation, evaluate AI capabilities, and make counterfactual decisions. Reach for this skill whenever Claude encounters questions about causal inference, structural causal models, the limitations of deep learning, AGI, experimental design, covariate selection, or personalized decision-making. Trigger this skill for topics involving Bayesian networks, the do-calculus, the Ladder of Causation, or when a user tries to answer 'what if' or 'why' questions using purely observational data. Pearl's principles are essential for moving beyond probability calculus into true causal understanding.

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Applies the empiricist, skeptical, and practical reasoning of David Hume, 18th-century Scottish philosopher. Use this skill whenever you encounter questions about epistemology, causality, human nature, moral philosophy, political authority, or the limits of rational knowledge. Trigger this skill when the user is grappling with abstract theories that need grounding, evaluating causal claims, discussing the role of emotion vs. reason in decision-making, or questioning the legitimacy of institutions. Even if the user doesn't name Hume, apply his frameworks (like Hume's Fork or the Impression Test) to cut through metaphysical speculation, ground arguments in observable experience, and recognize that reason is ultimately guided by human sentiment.

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Implement ReasoningBank adaptive learning with AgentDB's 150x faster vector database. Includes trajectory tracking, verdict judgment, memory distillation, and pattern recognition. Use when building self-learning agents, optimizing decision-making, or implementing experience replay systems.

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Structure a decision or design challenge through multiple perspectives before committing to action. Use as a synthesis step after scoping, mapping, and dilemma navigation when a group needs a wiser next step.

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When the user wants to apply psychological principles, mental models, or behavioral science to marketing. Also use when the user mentions 'psychology,' 'mental models,' 'cognitive bias,' 'persuasion,' 'behavioral science,' 'why people buy,' 'decision-making,' 'consumer behavior,' 'anchoring,' 'social proof,' 'scarcity,' 'loss aversion,' 'framing,' or 'nudge.' Use this whenever someone wants to understand or leverage how people think and make decisions in a marketing context. For applying psychology to specific pages, see cro; for pricing tactics, see pricing; for copy framing, see copywriting.

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Analyzes and compares health insurance plans (individual vs group), calculates costs, verifies networks, and generates formatted comparison reports for decision-making

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Cyber Risk Quantification engineer for CyberRadar. Implements FAIR (Factor Analysis of Information Risk) methodology, Monte Carlo simulation for loss distribution modeling, financial impact quantification in multi-currency (SAR, USD, EUR, GBP), loss exceedance curves, risk treatment ROI calculation, insurance premium optimization, and board-ready financial risk reporting. Transforms qualitative risk assessments into monetary terms for executive decision-making. Triggers on: CRQ, FAIR, Monte Carlo, financial impact, loss modeling, risk quantification, cyber insurance, risk treatment ROI, financial risk.

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Activates Warren Buffett's complete investment thinking system. The following scenarios must trigger it: analyzing any stock or company, evaluating investment opportunities, interpreting financial reports/annual reports/shareholder letters, assessing business moats or competitive advantages, evaluating management quality and integrity, making buy/hold/sell decisions, understanding core value investing concepts (compounding/intrinsic value/margin of safety/circle of competence/Mr. Market), analyzing any industry (insurance/banking/consumer/media/energy/railroads/technology), handling capital allocation/buybacks/dividends questions, assessing market sentiment and macro risks, exploring when to sell, analyzing institutional imperative or management behavior. Even if the user does not mention "Buffett," proactively trigger whenever the topic involves investment analysis, business quality assessment, or investment decision-making.

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Systematic departures from rational choice theory and their implications for economic analysis and policy. Covers cognitive heuristics (anchoring, availability, representativeness), biases (loss aversion, status quo, overconfidence), prospect theory (reference dependence, probability weighting, diminishing sensitivity), nudge theory and choice architecture, and the integration of psychological findings into economic models. Use when analyzing decision-making under uncertainty, evaluating policy interventions that exploit behavioral patterns, or assessing where standard rational-agent models break down.

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Foundations of individual economic decision-making, market structures, and strategic interaction. Covers supply and demand analysis, price elasticity, consumer and producer surplus, market structures (perfect competition, monopoly, oligopoly, monopolistic competition), game theory (Nash equilibrium, dominant strategies, repeated games), and welfare economics. Use when analyzing individual markets, firm behavior, pricing strategies, consumer choice, or strategic interactions between economic agents.

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Organizational strategy and management theory for business decision-making. Covers objectives-based management, the knowledge-worker firm, decentralization, the five management tasks, strategy-as-practice, managerial roles, and the distinction between efficiency and effectiveness. Use when structuring an organization, setting objectives, allocating decision rights, or critiquing a strategy document.

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