feynman
Feynman Technique for deep learning—explain a concept simply, identify gaps, fill them, then refine. Use when learning something new, testing understanding, or preparing to teach.
eos-usage
Strunk & White grammar review using the 11 elementary rules from "Elements of Style" Chapter I. Use when checking mechanics, punctuation, and grammatical correctness.
5whys
Five Whys root cause analysis. Iteratively asks "why" to drill past symptoms to underlying causes. Use for debugging, investigating failures, or understanding why something went wrong.
aar
After-Action Review—structured debrief asking what was expected, what happened, why the difference, and what next. Use after projects, launches, presentations, or any significant event.
cynefin
Cynefin sense-making framework categorizing problems as Simple, Complicated, Complex, Chaotic, or Confused to select the right approach. Use when unsure how to tackle a problem.
design
Design Thinking process—Empathize, Define, Ideate, Prototype, Test. Use for product design, solving ambiguous problems, or when you don't know what users really need.
eisenhower
Eisenhower Matrix prioritization categorizing tasks by urgency and importance into Do, Schedule, Delegate, Eliminate quadrants. Use for task prioritization, time management, or when overwhelmed.
eos-composition
Strunk & White composition review using the 11 principles from "Elements of Style" Chapter II. Use when analyzing structure, improving flow, or tightening prose.
eos-style
Strunk & White style review using the 21 reminders from "Elements of Style" Chapter V. Use when editing prose, reviewing drafts, or improving writing clarity and tone.
jtbd
Jobs to Be Done analysis to understand what customers really want. Use for product discovery, competitive analysis, or understanding why customers hire/fire solutions.
moscow
MoSCoW prioritization categorizing items as Must have, Should have, Could have, or Won't have. Use for scope definition, feature prioritization, or when everything feels equally important.
ooda
OODA loop decision framework (Observe, Orient, Decide, Act). Use for complex decisions, problem-solving, unclear situations, or when someone is jumping to solutions without analysis.
postmortem
Blameless post-mortem incident analysis with timeline, root cause, and action items. Use after outages, security incidents, project failures, or any event you want to prevent recurring.
premortem
Pre-mortem analysis that imagines a plan has failed, then works backward to identify causes and preventions. Use before launches, major decisions, or risky initiatives to surface hidden risks.
redteam
Red team adversarial analysis to find weaknesses, vulnerabilities, and failure modes. Use before launches, for security review, or when a plan feels too perfect.
retro
Start-Stop-Continue retrospective identifying what to Start doing, Stop doing, and Continue doing. Use for sprint retros, personal reflection, team process reviews, or habit audits.
rice
RICE prioritization scoring initiatives by Reach, Impact, Confidence, and Effort. Use for feature prioritization, roadmap planning, or when comparing initiatives objectively.
scamper
SCAMPER creative brainstorming with seven prompts—Substitute, Combine, Adapt, Modify, Put to other uses, Eliminate, Reverse. Use for innovation, product ideas, or breaking creative blocks.
sixhats
Six Thinking Hats parallel thinking—explore from six perspectives (facts, feelings, caution, benefits, creativity, process). Use for group decisions or ensuring all angles are considered.
socratic
Socratic questioning to examine beliefs, uncover assumptions, and develop deeper understanding. Use to challenge thinking, evaluate proposals, or teach without lecturing.
swot
SWOT strategic analysis examining Strengths, Weaknesses, Opportunities, and Threats. Use for strategic planning, competitive analysis, career decisions, or evaluating opportunities.
wardley
Wardley Mapping strategic analysis—map value chains against evolution to reveal build vs buy decisions and competitive dynamics. Use for technology strategy or investment decisions.
wrap
WRAP decision framework countering the four villains—narrow framing, confirmation bias, short-term emotion, and overconfidence. Use for major decisions or when stuck between options.