'decision-making' 검색 결과

"Apply behavioral economics concepts including bounded rationality, prospect theory, mental accounting, and nudge theory to analyze decision-making biases. Use this skill when the user needs to understand why people make irrational economic decisions, design choice architectures, or apply nudges to influence behavior — even if they say 'why do customers make bad choices', 'how do we encourage people to save more', or 'design a better default option'.".

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"SME and family-business management for Taiwan's industrial structure (98% SME, 70%+ family-controlled listed). Integrates four pillars: resource-constrained decision-making, family governance (Tagiuri-Davis three circles), four-layer succession, and professionalization. Use for sub-200-employee strategy, capital-constrained prioritization, family-vs-professional-manager conflict, founder handover, family-constitution design, or SME financing limits. Triggers: 『二代接班』『家族企業』『中小企業』『家族憲章』『家族辦公室』『傳承規劃』『小公司策略』『資源有限』『家族跟專業經理人』『三圓模型』『隱形冠軍』. For 成大 EMBA SME strategy, 政大 EMBA family-business succession, 逢甲 EMBA SME management cases. Fills Asgard gaps in resource-constrained strategy and Chinese-family governance.".

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Conduct structured root cause analysis using Ishikawa (Fishbone), 5 Whys, and Pareto methods. Suitable for production incidents, quality defects, customer complaints, and recurring operational problems. Use when problems recur or when initial fixes do not resolve the issue. Do not use for one-time, obvious fixes or strategic decision-making.

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Structures a clear, actionable malware analysis report covering summary, sample identity, capabilities, IOCs, ATT&CK mapping, and detection guidance for both technical and decision-making audiences. Activates for requests to write, structure, or review a malware analysis or reverse-engineering report.

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Structure and run a post-interview candidate debrief. Use when the user says "run the debrief", "how do we decide on this candidate", "let's calibrate", "we need to make a hire/no-hire call", "prep the debrief meeting", or wants to structure the decision-making process after interviews are complete - even if they don't explicitly say "debrief". Also use when a recruiter wants to prevent groupthink or HiPPO effect (highest paid person's opinion) from dominating the decision.

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Database design principles and decision-making. Schema design, indexing strategy, ORM selection, serverless databases.

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Server management principles and decision-making. Process management, monitoring strategy, and scaling decisions. Teaches thinking, not commands.

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Mobile-first design thinking and decision-making for iOS and Android apps. Touch interaction, performance patterns, platform conventions. Teaches principles, not fixed values. Use when building React Native, Flutter, or native mobile apps.

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Python development principles and decision-making. Framework selection, async patterns, type hints, project structure. Teaches thinking, not copying.

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Production deployment principles and decision-making. Safe deployment workflows, rollback strategies, and verification. Teaches thinking, not scripts.

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Node.js development principles and decision-making. Framework selection, async patterns, security, and architecture. Teaches thinking, not copying.

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API design principles and decision-making. REST vs GraphQL vs tRPC selection, response formats, versioning, pagination.

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Architectural decision-making framework. Requirements analysis, trade-off evaluation, ADR documentation. Use when making architecture decisions or analyzing system design.

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Design thinking and decision-making for web UI. Use when designing components, layouts, color schemes, typography, or creating aesthetic interfaces. Teaches principles, not fixed values.

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This skill provides a way to retrieve information from the AgentScope library for analysis and decision-making.

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Architectural decision-making framework. Requirements analysis, trade-off evaluation, ADR documentation. Use when making architecture decisions or analyzing system design.

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API design principles and decision-making. REST vs GraphQL vs tRPC selection, response formats, versioning, pagination.

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当管理者犹豫是否留用"还行但不够出色"的员工、想知道何时该让人离开、或团队中有人离开反而让人松了口气时触发。提供基于"留任测试"的决策框架和体面离职流程。

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当用户需要做重大决策、团队存在群体思维、或想将决策权下放到一线时触发此技能。帮助建立知情指挥决策模型，让最有信息的人做最终决定。

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Models what a competitor will do next and what happens if you respond - best response, equilibrium, and the difference between a rival who optimises perfectly and one who does not. Use before a price change or price war, when a competitor launches something, when deciding whether to match a rival's move, when analysing a market with few players, or when someone asks "what will they do if we do this".

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Turns a vague "what should we do about X" into a scored decision - explicit actions, an explicit unknown, an explicit prior, and one utility scale - then picks by maximum expected utility and checks the result for framing effects. Use when facing a choice between options under uncertainty, when a decision has stalled in circular debate, when someone asks "should we do A or B", or before writing any decision record, strategy memo, or roadmap commitment.

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Separates signal from noise in metrics you cannot observe directly, updating a belief from evidence instead of reacting to the latest reading - Bayesian updates over competing explanations, and a filter that says whether this week's move is real. Use when a metric moves and someone wants to act, when diagnosing why traffic or revenue changed, when a dashboard number contradicts intuition, or when deciding whether a trend is real yet.

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Decides how far ahead to plan, what to discount future payoffs by, and which backlog items can be dropped without analysis - using receding-horizon planning, an explicit discount factor, and branch-and-bound pruning against the incumbent. Use when building a roadmap, prioritising a backlog, arguing about short-term versus long-term, setting quarterly or annual plans, or when planning has become an end in itself.

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Turns past decisions into calibrated judgment - scoring old predictions against what happened, assigning credit for delayed results, and separating a bad decision from a good decision that lost. Use during a retrospective, postmortem, quarterly or monthly review, when reviewing decisions taken 30+ days ago, when attributing a result to a cause, or when someone claims to have called something.

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