Thinking Tools

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1. Basic Logical Thinking Methods

  1. Induction & Deduction

    • Induction: Generalize universal laws from particular cases (e.g., deriving the concept of “horse” from “black horses, white horses”).
    • Deduction: Derive specific conclusions from universal laws (e.g., using the definition of “horse” to infer “black horse” or “white horse”).
    • Use cases: Scientific research, data analysis, rule-making.

  2. Analysis & Synthesis

    • Analysis: Break down the whole into parts to study it (e.g., dissecting light’s wave-particle duality).
    • Synthesis: Integrate parts into a unified whole (e.g., combining wave and particle theories of light to propose a new theory).
    • Use cases: Deconstructing complex problems, system design.

  3. Causal Reasoning

    • Forward reasoning: Infer effects from causes (e.g., “rain → wet ground”).
    • Backward reasoning: Infer causes from effects (e.g., “wet ground → probable rain”).
    • Use cases: Troubleshooting, logical deduction.

2. Structured Thinking Tools

  1. Golden Circle (Why-How-What)

    • Why: Core purpose (why do it).
    • How: Path to realization (how to do it).
    • What: Concrete actions (what to do).
    • Use cases: Strategic planning, presentation skills (e.g., Apple’s “We believe in challenging the status quo through innovation”).

  2. SCQA Model

    • S (Situation): Contextual background.
    • C (Complication): Conflict or problem.
    • Q (Question): Core question raised.
    • A (Answer): Solution.
    • Use cases: Structured delivery in speeches, reports, proposals.

  3. Pyramid Principle

    • Structure: Central thesis → sub-arguments → supporting details.
    • Use cases: Writing, reporting, logical communication (e.g., “Digital transformation is inevitable” → supported by market, customer, and competition angles).

  4. 5W1H Analysis

    • What: What to do?
    • Why: Why do it?
    • Who: Who will do it?
    • Where: Where will it be done?
    • When: When will it occur?
    • How: How will it be done?
    • Use cases: Project planning, task decomposition (e.g., detailed plan for self-media operations).

3. Decision & Problem-Solving Tools

  1. SWOT Analysis

    • Strengths: Internal strengths.
    • Weaknesses: Internal weaknesses.
    • Opportunities: External opportunities.
    • Threats: External risks.
    • Use cases: Business strategy, personal career planning.

  2. 10/10/10 Rule

    • Question: Evaluate the impact of a decision across three time horizons (10 minutes, 10 months, 10 years).
    • Use cases: Balancing short- and long-term decisions (e.g., changing jobs, investing).

  3. Fishbone (Ishikawa) Diagram

    • Structure: Visualize the problem (fish head) and possible causes (fishbone branches).
    • Use cases: Root-cause analysis (e.g., product quality issues, inefficiency reasons).

  4. PDCA Cycle (Deming Wheel)

    • Plan: Plan.
    • Do: Execute.
    • Check: Check results.
    • Act: Improve and standardize.
    • Use cases: Process optimization, continuous improvement (e.g., iterating self-media content).

4. Learning & Communication Tools

  1. Feynman Technique

    • Steps:
      1. Choose a concept;
      2. Teach it in simple terms;
      3. Identify gaps & simplify;
      4. Retell in plain language.
    • Use cases: Knowledge internalization, lesson preparation.

  2. Mind Mapping

    • Traits: Radiate branches from a central topic to visualize relationships.
    • Use cases: Note-taking, idea generation (e.g., planning an event).

  3. SCAMPER Prompts (Creative Thinking)

    • S (Substitute): Substitute.
    • C (Combine): Combine.
    • A (Adapt): Adapt.
    • M (Modify/Magnify): Modify/Magnify.
    • P (Put to another use): Repurpose.
    • E (Eliminate): Eliminate.
    • R (Rearrange/Reverse): Rearrange/Reverse.
    • Use cases: Product innovation, solution refinement.

  4. Six Thinking Hats

    • Role assignment:
      • White hat (data), Red hat (feelings), Black hat (risks), Yellow hat (value), Green hat (creativity), Blue hat (control).
    • Use cases: Team brainstorming, multi-perspective decision-making.

5. Systems & Innovative Thinking

  1. Johari Window

    • Four-area model:
      • Open area (known to self and others).
      • Hidden area (known to self, unknown to others).
      • Blind area (unknown to self, known to others).
      • Unknown area (unknown to all).
    • Use cases: Team communication, self-awareness growth.

  2. Upstream Thinking (Root-Cause Focus)

    • Core: Tackle root issues instead of surface symptoms.
    • Use cases: Long-term problem solving (e.g., Dewey eliminating malaria by eradicating mosquito breeding sites).

  3. 80/20 Rule (Pareto Principle)

    • Premise: 20 % of causes produce 80 % of results.
    • Use cases: Resource allocation (e.g., focusing on 20 % of key customers).

6. High-Efficiency Action Tools

  1. Retrospection Method

    • Steps: Review actions → analyze gains & losses → extract lessons learned.

  2. Minimum Viable Product (MVP)

  • Core: Launch a basic version quickly to validate demand, then iterate.
  • Use cases: Product development, startup validation.
  1. 5-Whys Analysis
    • Method: Ask “why” five times or more until the root cause is uncovered.
    • Use cases: Troubleshooting, habit-building (e.g., analyzing reasons for overtime).

7. Other Practical Tools

  • Nine-Box Grid: Radiate from a central problem to nine directions to avoid over-divergence.
  • Mind Map + Mandala Matrix: Blend visualization and structured thought.
  • Golden Time Circle: Separate tasks into “important–urgent” quadrants to prioritize time.

Summary

These tools can be flexibly combined according to context:

  • Learning: Feynman Method, Mind Mapping, Deliberate Practice.
  • Decision-Making: Golden Circle, SWOT, 10/10/10 Rule.
  • Communication: SCQA, Six Thinking Hats, Johari Window.
  • Innovation: SCAMPER, Upstream Thinking, 5W1H.

By integrating multiple tools, you can sharpen thinking efficiency, break cognitive limits, and solve problems more effectively to reach goals.