🧠 Thinking Frameworks
A comprehensive toolkit of 180 thinking frameworks across 15 categories. Use this skill whenever you need to apply structured thinking to a problem — whether analyzing, deciding, creating, evaluating, or coaching.
When to Use This Skill
- Solving complex or ambiguous problems
- Making high-stakes decisions under uncertainty
- Brainstorming or generating creative solutions
- Evaluating evidence, arguments, or research
- Strategic planning and competitive analysis
- Coaching or teaching structured thinking
- Diagnosing root causes of failures
- Understanding system dynamics and feedback
- Identifying and countering cognitive biases
- Designing products, services, or experiences
Core Workflow
Step 1: Classify the Situation
Use the Cynefin Framework (Dave Snowden) to determine what kind of problem you're facing:
| Domain |
Characteristics |
Approach |
| Clear |
Obvious cause-effect, best practices exist |
Apply known frameworks directly |
| Complicated |
Cause-effect requires expertise/analysis |
Use analytical + strategy frameworks |
| Complex |
No predictable cause-effect, emergent |
Use systems thinking + experimentation |
| Chaotic |
No cause-effect, crisis |
Act first (OODA Loop), then stabilize |
| Confused |
Don't know which domain you're in |
Decompose the problem; gather more context |
Step 2: Select Frameworks by Purpose
| Purpose |
Best Frameworks |
Reference |
| Define the problem |
5 Whys, Fishbone, MECE, Issue Tree, SCQA |
problem-solving.md |
| Make a decision |
Cynefin, OODA, Eisenhower, Pre-Mortem, Decision Tree |
decision-making.md |
| Plan strategy |
SWOT, Five Forces, Blue Ocean, Wardley Map, Three Horizons |
strategy.md |
| Generate ideas |
Six Thinking Hats, SCAMPER, TRIZ, Lateral Thinking, Morphological Analysis |
creative-thinking.md |
| Evaluate evidence |
Bayesian Updating, Falsification, Red Team, CRAAP Test |
scientific-methods.md |
| Understand systems |
Feedback Loops, Leverage Points, Iceberg Model, Causal Loops |
systems-thinking.md |
| Counter biases |
System 1/2, Confirmation Bias, Anchoring, Framing, Groupthink |
cognitive-biases.md |
| Learn & teach |
Bloom's Taxonomy, Feynman Technique, Zettelkasten, Spaced Repetition |
learning.md |
| Design solutions |
Design Thinking, Double Diamond, Lean Startup, Kano Model |
design-innovation.md |
| Lead & change |
Radical Candor, Psychological Safety, Kotter, SCARF |
leadership.md |
| Communicate |
Pyramid Principle, Steel Manning, Toulmin Model, NVC |
communication.md |
| Reason quantitatively |
Compounding, Power Laws, Margin of Safety, Fermi Estimation |
quantitative-models.md |
| Reason about markets |
Supply/Demand, Game Theory, Incentives, Opportunity Cost |
economics.md |
| Reason ethically |
Utilitarianism, Veil of Ignorance, Categorical Imperative, Ikigai |
ethics.md |
Step 3: Apply the Framework
- State the problem clearly before selecting a framework
- Choose 2-3 complementary frameworks — the power is in combination (Munger's Latticework principle)
- Walk through the framework step by step — don't just name it, use it
- Show your reasoning — make the framework application explicit and transparent
- Evaluate the output — does the framework's output match reality? If not, try a different lens
Step 4: Multi-Framework Analysis (Advanced)
For complex problems, stack frameworks deliberately:
Problem → [Classify: Cynefin] → [Diagnose: 5 Whys + Fishbone]
→ [Generate: SCAMPER + Six Hats] → [Evaluate: Pre-Mortem + Second-Order Thinking]
→ [Decide: Decision Matrix] → [Communicate: Pyramid Principle]
🌳 Decision Tree — "Which Framework Do I Need?"
Start here and follow the branches:
What are you trying to do?
│
├─► UNDERSTAND a problem
│ ├─ Is the problem well-defined?
│ │ ├─ YES → 5 Whys, Fishbone, Issue Tree
│ │ └─ NO → MECE to structure it, then SCQA to frame it
│ ├─ Is it a system/recurring pattern?
│ │ ├─ YES → Feedback Loops, Iceberg Model, Causal Loop Diagrams
│ │ └─ NO → First Principles, Root Cause Analysis
│ └─ Do you need to quantify it?
│ ├─ YES → Fermi Estimation, Pareto (80/20)
│ └─ NO → Thought Experiments, Analogical Thinking
│
├─► MAKE A DECISION
│ ├─ How complex is the situation? → START: Cynefin Framework
│ │ ├─ CLEAR → Apply best practice directly (Eisenhower Matrix)
│ │ ├─ COMPLICATED → Decision Matrix, Cost-Benefit, Kepner-Tregoe
│ │ ├─ COMPLEX → Scenario Planning, Probe-Sense-Respond
│ │ └─ CHAOTIC → OODA Loop (act fast), then stabilize
│ ├─ Is the decision reversible?
│ │ ├─ YES (Type 2) → Satisfice, move fast, 10/10/10 Rule
│ │ └─ NO (Type 1) → Pre-Mortem, Decision Tree Analysis, Regret Minimization
│ ├─ Are cognitive biases a risk?
│ │ ├─ YES → Two-Track Analysis, Red Team, check System 1/2
│ │ └─ NO → Proceed with analytical frameworks
│ └─ Multiple stakeholders involved?
│ ├─ YES → Vroom-Yetton-Jago, Delphi Method, Six Thinking Hats
│ └─ NO → Individual decision frameworks above
│
├─► GENERATE IDEAS / CREATE
│ ├─ Need volume (lots of ideas)?
│ │ ├─ SOLO → SCAMPER, Mind Mapping, Random Entry
│ │ └─ GROUP → Brainstorming, Brainwriting (6-3-5)
│ ├─ Need breakthrough / radical innovation?
│ │ └─ TRIZ, Lateral Thinking, Adjacent Possible, Reverse Brainstorming
│ ├─ Need systematic coverage?
│ │ └─ Morphological Analysis, Concept Fan, Osborn-Parnes CPS
│ └─ Need to evaluate & filter ideas?
│ └─ Six Thinking Hats (Black hat for risks, Yellow for benefits)
│
├─► PLAN STRATEGY
│ ├─ Internal analysis → SWOT, Core Competencies, McKinsey 7S, Balanced Scorecard
│ ├─ External/market analysis → Porter's Five Forces, PESTLE, Wardley Mapping
│ ├─ Growth options → Ansoff Matrix, Blue Ocean, Three Horizons
│ ├─ Business model → Business Model Canvas, Value Proposition Canvas, JTBD
│ └─ Execution → OKRs, Hoshin Kanri, Stage-Gate
│
├─► COMMUNICATE / PERSUADE
│ ├─ Presenting a recommendation → Pyramid Principle, SCQA
│ ├─ Debating / evaluating arguments → Steel Manning, Toulmin Model
│ ├─ Resolving conflict → Nonviolent Communication (NVC)
│ └─ Aligning a team → Commander's Intent, Ethos-Pathos-Logos
│
├─► LEAD / MANAGE CHANGE
│ ├─ Launching a change initiative → Kotter's 8-Step, ADKAR
│ ├─ Giving feedback → Radical Candor (Care + Challenge)
│ ├─ Building team performance → Tuckman's Stages, Psychological Safety
│ ├─ Adapting leadership style → Situational Leadership, SCARF Model
│ └─ Assigning ownership → DRI (Directly Responsible Individual)
│
├─► LEARN / TEACH
│ ├─ Learning something new → Feynman Technique, Shu-Ha-Ri
│ ├─ Designing curriculum → Bloom's Taxonomy, Fink's Taxonomy
│ ├─ Retaining knowledge → Spaced Repetition, Zettelkasten
│ ├─ Coaching someone → GROW Model, Deliberate Practice
│ └─ Reflecting on experience → Kolb's Cycle, Double-Loop Learning, Retrospective
│
└─► CHECK YOUR THINKING
├─ Am I biased? → Confirmation Bias checklist, Anchoring awareness
├─ Am I overconfident? → Dunning-Kruger, Circle of Competence
├─ Am I thinking too narrowly? → Inversion, Second-Order Thinking, Via Negativa
├─ Am I in a group? → Groupthink check, Social Proof awareness
└─ Am I being ethical? → Veil of Ignorance, Categorical Imperative, Ikigai
⚡ Situational Quick-Picker
When you know the situation but not which framework:
| Situation |
Time Pressure |
Stakes |
Start With |
Then Add |
| Boss asks "what should we do?" |
⏱ High |
🔴 High |
Pyramid Principle + SCQA |
Pre-Mortem |
| Root-cause of production failure |
⏱ High |
🔴 High |
5 Whys → Fishbone |
8D, Fault Tree |
| Annual strategy planning |
⏱ Low |
🔴 High |
SWOT + Five Forces → Wardley Map |
Blue Ocean, Three Horizons |
| Brainstorm for new product ideas |
⏱ Low |
🟡 Med |
Design Thinking → SCAMPER |
TRIZ, Kano Model |
| Choosing between 3 job offers |
⏱ Med |
🔴 High |
Decision Matrix + 10/10/10 |
Regret Minimization, Ikigai |
| Team conflict / dysfunction |
⏱ Med |
🟡 Med |
Tuckman's + Psychological Safety |
Radical Candor, NVC |
| Evaluating a research claim |
⏱ Low |
🟡 Med |
CRAAP Test + Bayesian Updating |
Red Team, Falsification |
| "We've always done it this way" |
⏱ Low |
🟡 Med |
First Principles + Inversion |
Second-Order Thinking |
| Estimating unknowns |
⏱ Med |
🟢 Low |
Fermi Estimation + Pareto |
Probabilistic Thinking |
| Launching organizational change |
⏱ Low |
🔴 High |
Kotter's 8-Step + ADKAR |
SCARF, Situational Leadership |
| Personal decision paralysis |
⏱ Med |
🟡 Med |
Satisficing vs. Maximizing |
Stoic Dichotomy, Regret Min. |
| Need to learn a new domain fast |
⏱ High |
🟢 Low |
Feynman Technique + Mind Mapping |
Bloom's, Zettelkasten |
| Designing a fair policy |
⏱ Low |
🔴 High |
Veil of Ignorance + Utilitarianism |
Categorical Imperative |
| System behaving unexpectedly |
⏱ Med |
🟡 Med |
Systems Thinking + Iceberg Model |
Leverage Points, Emergence |
| Startup go/no-go decision |
⏱ Med |
🔴 High |
Lean Startup + MVP + JTBD |
Business Model Canvas |
The Essential 10 — Start Here
These 10 frameworks cover ~60% of situations (per Munger's "heavy freight" principle):
| # |
Framework |
One-liner |
| 1 |
First Principles Thinking |
Strip to fundamentals, rebuild from truth (Aristotle; Musk) |
| 2 |
Inversion |
Ask "How could I fail?" to find success (Jacobi; Munger) |
| 3 |
Second-Order Thinking |
Consequences of consequences (Marks; Parrish) |
| 4 |
Probabilistic Thinking |
Replace yes/no with probability estimates (Bayes; Silver) |
| 5 |
MECE + Issue Trees |
No overlaps, no gaps (McKinsey) |
| 6 |
Pareto Principle |
80% of results from 20% of causes (Pareto) |
| 7 |
Cynefin Framework |
Match approach to domain complexity (Snowden) |
| 8 |
Feedback Loops |
Reinforcing and balancing dynamics (Systems dynamics) |
| 9 |
Bayesian Updating |
Update beliefs with evidence (Bayes) |
| 10 |
Pre-Mortem Analysis |
Imagine failure to prevent it (Klein) |
Full Catalog — 180 Frameworks by Category
Detailed descriptions with origins and attributions are organized in references/:
| File |
Categories |
Count |
| general-thinking.md |
General Thinking Concepts |
12 |
| decision-making.md |
Decision-Making Frameworks |
16 |
| problem-solving.md |
Problem-Solving & Root Cause |
12 |
| strategy.md |
Strategic Thinking & Business |
20 |
| systems-thinking.md |
Systems Thinking |
11 |
| creative-thinking.md |
Creative & Lateral Thinking |
14 |
| scientific-methods.md |
Scientific & Research Methods |
11 |
| communication.md |
Communication & Argumentation |
8 |
| cognitive-biases.md |
Cognitive Biases & Psychology |
14 |
| learning.md |
Learning & Knowledge |
11 |
| design-innovation.md |
Design & Innovation |
12 |
| economics.md |
Economics & Markets |
13 |
| leadership.md |
Leadership & Organization |
10 |
| quantitative-models.md |
Math & Engineering Models |
9 |
| ethics.md |
Ethics & Philosophy |
7 |
|
Total |
180 |
📖 Want to go deeper? See further-resources.md for per-framework books, articles, videos, courses, and curated meta-collections.
Key Sources & Attribution
For per-framework deep-dive resources (books, articles, videos, courses), see further-resources.md.
This catalog synthesizes frameworks from these primary sources:
- Charlie Munger — Latticework of Mental Models, Poor Charlie's Almanack
- Shane Parrish — The Great Mental Models (Vols. 1-4), Farnam Street (fs.blog)
- James Clear — Mental models catalog (jamesclear.com)
- Daniel Kahneman — Thinking, Fast and Slow, Prospect Theory
- Nassim Taleb — Antifragile, Via Negativa, Black Swans
- Edward de Bono — Six Thinking Hats, Lateral Thinking
- Peter Senge — The Fifth Discipline, Systems Thinking
- Michael Porter — Five Forces, Value Chain Analysis
- Dave Snowden — Cynefin Framework
- IDEO / Tim Brown — Design Thinking
- Eric Ries — Lean Startup, MVP
- McKinsey, BCG, Bain — MECE, 7S, BCG Matrix, Pyramid Principle
- ModelThinkers (modelthinkers.com), Ness Labs (nesslabs.com), The Decision Lab (thedecisionlab.com)
1---2name: thinking-frameworks3description: Apply 180+ thinking frameworks to any problem. Use when analyzing, deciding, strategizing, brainstorming, evaluating evidence, designing solutions, or coaching others through structured thinking. Covers mental models, decision-making, strategy, creativity, systems thinking, cognitive biases, and more — organized into 15 categories with guidance on when to use each. Do not use when a direct factual answer suffices.4---56# 🧠 Thinking Frameworks78A comprehensive toolkit of **180 thinking frameworks** across 15 categories. Use this skill whenever you need to apply structured thinking to a problem — whether analyzing, deciding, creating, evaluating, or coaching.910## When to Use This Skill1112- Solving complex or ambiguous problems13- Making high-stakes decisions under uncertainty14- Brainstorming or generating creative solutions15- Evaluating evidence, arguments, or research16- Strategic planning and competitive analysis17- Coaching or teaching structured thinking18- Diagnosing root causes of failures19- Understanding system dynamics and feedback20- Identifying and countering cognitive biases21- Designing products, services, or experiences2223## Core Workflow2425### Step 1: Classify the Situation2627Use the **Cynefin Framework** (Dave Snowden) to determine what kind of problem you're facing:2829| Domain | Characteristics | Approach |30|--------|----------------|----------|31| **Clear** | Obvious cause-effect, best practices exist | Apply known frameworks directly |32| **Complicated** | Cause-effect requires expertise/analysis | Use analytical + strategy frameworks |33| **Complex** | No predictable cause-effect, emergent | Use systems thinking + experimentation |34| **Chaotic** | No cause-effect, crisis | Act first (OODA Loop), then stabilize |35| **Confused** | Don't know which domain you're in | Decompose the problem; gather more context |3637### Step 2: Select Frameworks by Purpose3839| Purpose | Best Frameworks | Reference |40|---------|----------------|-----------|41| **Define the problem** | 5 Whys, Fishbone, MECE, Issue Tree, SCQA | [problem-solving.md](references/problem-solving.md) |42| **Make a decision** | Cynefin, OODA, Eisenhower, Pre-Mortem, Decision Tree | [decision-making.md](references/decision-making.md) |43| **Plan strategy** | SWOT, Five Forces, Blue Ocean, Wardley Map, Three Horizons | [strategy.md](references/strategy.md) |44| **Generate ideas** | Six Thinking Hats, SCAMPER, TRIZ, Lateral Thinking, Morphological Analysis | [creative-thinking.md](references/creative-thinking.md) |45| **Evaluate evidence** | Bayesian Updating, Falsification, Red Team, CRAAP Test | [scientific-methods.md](references/scientific-methods.md) |46| **Understand systems** | Feedback Loops, Leverage Points, Iceberg Model, Causal Loops | [systems-thinking.md](references/systems-thinking.md) |47| **Counter biases** | System 1/2, Confirmation Bias, Anchoring, Framing, Groupthink | [cognitive-biases.md](references/cognitive-biases.md) |48| **Learn & teach** | Bloom's Taxonomy, Feynman Technique, Zettelkasten, Spaced Repetition | [learning.md](references/learning.md) |49| **Design solutions** | Design Thinking, Double Diamond, Lean Startup, Kano Model | [design-innovation.md](references/design-innovation.md) |50| **Lead & change** | Radical Candor, Psychological Safety, Kotter, SCARF | [leadership.md](references/leadership.md) |51| **Communicate** | Pyramid Principle, Steel Manning, Toulmin Model, NVC | [communication.md](references/communication.md) |52| **Reason quantitatively** | Compounding, Power Laws, Margin of Safety, Fermi Estimation | [quantitative-models.md](references/quantitative-models.md) |53| **Reason about markets** | Supply/Demand, Game Theory, Incentives, Opportunity Cost | [economics.md](references/economics.md) |54| **Reason ethically** | Utilitarianism, Veil of Ignorance, Categorical Imperative, Ikigai | [ethics.md](references/ethics.md) |5556### Step 3: Apply the Framework57581. **State the problem** clearly before selecting a framework592. **Choose 2-3 complementary frameworks** — the power is in combination (Munger's Latticework principle)603. **Walk through the framework step by step** — don't just name it, *use* it614. **Show your reasoning** — make the framework application explicit and transparent625. **Evaluate the output** — does the framework's output match reality? If not, try a different lens6364### Step 4: Multi-Framework Analysis (Advanced)6566For complex problems, stack frameworks deliberately:6768```69Problem → [Classify: Cynefin] → [Diagnose: 5 Whys + Fishbone]70 → [Generate: SCAMPER + Six Hats] → [Evaluate: Pre-Mortem + Second-Order Thinking]71 → [Decide: Decision Matrix] → [Communicate: Pyramid Principle]72```7374## 🌳 Decision Tree — "Which Framework Do I Need?"7576Start here and follow the branches:7778```79What are you trying to do?80│81├─► UNDERSTAND a problem82│ ├─ Is the problem well-defined?83│ │ ├─ YES → 5 Whys, Fishbone, Issue Tree84│ │ └─ NO → MECE to structure it, then SCQA to frame it85│ ├─ Is it a system/recurring pattern?86│ │ ├─ YES → Feedback Loops, Iceberg Model, Causal Loop Diagrams87│ │ └─ NO → First Principles, Root Cause Analysis88│ └─ Do you need to quantify it?89│ ├─ YES → Fermi Estimation, Pareto (80/20)90│ └─ NO → Thought Experiments, Analogical Thinking91│92├─► MAKE A DECISION93│ ├─ How complex is the situation? → START: Cynefin Framework94│ │ ├─ CLEAR → Apply best practice directly (Eisenhower Matrix)95│ │ ├─ COMPLICATED → Decision Matrix, Cost-Benefit, Kepner-Tregoe96│ │ ├─ COMPLEX → Scenario Planning, Probe-Sense-Respond97│ │ └─ CHAOTIC → OODA Loop (act fast), then stabilize98│ ├─ Is the decision reversible?99│ │ ├─ YES (Type 2) → Satisfice, move fast, 10/10/10 Rule100│ │ └─ NO (Type 1) → Pre-Mortem, Decision Tree Analysis, Regret Minimization101│ ├─ Are cognitive biases a risk?102│ │ ├─ YES → Two-Track Analysis, Red Team, check System 1/2103│ │ └─ NO → Proceed with analytical frameworks104│ └─ Multiple stakeholders involved?105│ ├─ YES → Vroom-Yetton-Jago, Delphi Method, Six Thinking Hats106│ └─ NO → Individual decision frameworks above107│108├─► GENERATE IDEAS / CREATE109│ ├─ Need volume (lots of ideas)?110│ │ ├─ SOLO → SCAMPER, Mind Mapping, Random Entry111│ │ └─ GROUP → Brainstorming, Brainwriting (6-3-5)112│ ├─ Need breakthrough / radical innovation?113│ │ └─ TRIZ, Lateral Thinking, Adjacent Possible, Reverse Brainstorming114│ ├─ Need systematic coverage?115│ │ └─ Morphological Analysis, Concept Fan, Osborn-Parnes CPS116│ └─ Need to evaluate & filter ideas?117│ └─ Six Thinking Hats (Black hat for risks, Yellow for benefits)118│119├─► PLAN STRATEGY120│ ├─ Internal analysis → SWOT, Core Competencies, McKinsey 7S, Balanced Scorecard121│ ├─ External/market analysis → Porter's Five Forces, PESTLE, Wardley Mapping122│ ├─ Growth options → Ansoff Matrix, Blue Ocean, Three Horizons123│ ├─ Business model → Business Model Canvas, Value Proposition Canvas, JTBD124│ └─ Execution → OKRs, Hoshin Kanri, Stage-Gate125│126├─► COMMUNICATE / PERSUADE127│ ├─ Presenting a recommendation → Pyramid Principle, SCQA128│ ├─ Debating / evaluating arguments → Steel Manning, Toulmin Model129│ ├─ Resolving conflict → Nonviolent Communication (NVC)130│ └─ Aligning a team → Commander's Intent, Ethos-Pathos-Logos131│132├─► LEAD / MANAGE CHANGE133│ ├─ Launching a change initiative → Kotter's 8-Step, ADKAR134│ ├─ Giving feedback → Radical Candor (Care + Challenge)135│ ├─ Building team performance → Tuckman's Stages, Psychological Safety136│ ├─ Adapting leadership style → Situational Leadership, SCARF Model137│ └─ Assigning ownership → DRI (Directly Responsible Individual)138│139├─► LEARN / TEACH140│ ├─ Learning something new → Feynman Technique, Shu-Ha-Ri141│ ├─ Designing curriculum → Bloom's Taxonomy, Fink's Taxonomy142│ ├─ Retaining knowledge → Spaced Repetition, Zettelkasten143│ ├─ Coaching someone → GROW Model, Deliberate Practice144│ └─ Reflecting on experience → Kolb's Cycle, Double-Loop Learning, Retrospective145│146└─► CHECK YOUR THINKING147 ├─ Am I biased? → Confirmation Bias checklist, Anchoring awareness148 ├─ Am I overconfident? → Dunning-Kruger, Circle of Competence149 ├─ Am I thinking too narrowly? → Inversion, Second-Order Thinking, Via Negativa150 ├─ Am I in a group? → Groupthink check, Social Proof awareness151 └─ Am I being ethical? → Veil of Ignorance, Categorical Imperative, Ikigai152```153154## ⚡ Situational Quick-Picker155156When you know the *situation* but not which framework:157158| Situation | Time Pressure | Stakes | Start With | Then Add |159|-----------|:------------:|:------:|------------|----------|160| Boss asks "what should we do?" | ⏱ High | 🔴 High | Pyramid Principle + SCQA | Pre-Mortem |161| Root-cause of production failure | ⏱ High | 🔴 High | 5 Whys → Fishbone | 8D, Fault Tree |162| Annual strategy planning | ⏱ Low | 🔴 High | SWOT + Five Forces → Wardley Map | Blue Ocean, Three Horizons |163| Brainstorm for new product ideas | ⏱ Low | 🟡 Med | Design Thinking → SCAMPER | TRIZ, Kano Model |164| Choosing between 3 job offers | ⏱ Med | 🔴 High | Decision Matrix + 10/10/10 | Regret Minimization, Ikigai |165| Team conflict / dysfunction | ⏱ Med | 🟡 Med | Tuckman's + Psychological Safety | Radical Candor, NVC |166| Evaluating a research claim | ⏱ Low | 🟡 Med | CRAAP Test + Bayesian Updating | Red Team, Falsification |167| "We've always done it this way" | ⏱ Low | 🟡 Med | First Principles + Inversion | Second-Order Thinking |168| Estimating unknowns | ⏱ Med | 🟢 Low | Fermi Estimation + Pareto | Probabilistic Thinking |169| Launching organizational change | ⏱ Low | 🔴 High | Kotter's 8-Step + ADKAR | SCARF, Situational Leadership |170| Personal decision paralysis | ⏱ Med | 🟡 Med | Satisficing vs. Maximizing | Stoic Dichotomy, Regret Min. |171| Need to learn a new domain fast | ⏱ High | 🟢 Low | Feynman Technique + Mind Mapping | Bloom's, Zettelkasten |172| Designing a fair policy | ⏱ Low | 🔴 High | Veil of Ignorance + Utilitarianism | Categorical Imperative |173| System behaving unexpectedly | ⏱ Med | 🟡 Med | Systems Thinking + Iceberg Model | Leverage Points, Emergence |174| Startup go/no-go decision | ⏱ Med | 🔴 High | Lean Startup + MVP + JTBD | Business Model Canvas |175176## The Essential 10 — Start Here177178These 10 frameworks cover ~60% of situations (per Munger's "heavy freight" principle):179180| # | Framework | One-liner |181|---|-----------|-----------|182| 1 | **First Principles Thinking** | Strip to fundamentals, rebuild from truth *(Aristotle; Musk)* |183| 2 | **Inversion** | Ask "How could I fail?" to find success *(Jacobi; Munger)* |184| 3 | **Second-Order Thinking** | Consequences of consequences *(Marks; Parrish)* |185| 4 | **Probabilistic Thinking** | Replace yes/no with probability estimates *(Bayes; Silver)* |186| 5 | **MECE + Issue Trees** | No overlaps, no gaps *(McKinsey)* |187| 6 | **Pareto Principle** | 80% of results from 20% of causes *(Pareto)* |188| 7 | **Cynefin Framework** | Match approach to domain complexity *(Snowden)* |189| 8 | **Feedback Loops** | Reinforcing and balancing dynamics *(Systems dynamics)* |190| 9 | **Bayesian Updating** | Update beliefs with evidence *(Bayes)* |191| 10 | **Pre-Mortem Analysis** | Imagine failure to prevent it *(Klein)* |192193## Full Catalog — 180 Frameworks by Category194195Detailed descriptions with origins and attributions are organized in `references/`:196197| File | Categories | Count |198|------|-----------|-------|199| [general-thinking.md](references/general-thinking.md) | General Thinking Concepts | 12 |200| [decision-making.md](references/decision-making.md) | Decision-Making Frameworks | 16 |201| [problem-solving.md](references/problem-solving.md) | Problem-Solving & Root Cause | 12 |202| [strategy.md](references/strategy.md) | Strategic Thinking & Business | 20 |203| [systems-thinking.md](references/systems-thinking.md) | Systems Thinking | 11 |204| [creative-thinking.md](references/creative-thinking.md) | Creative & Lateral Thinking | 14 |205| [scientific-methods.md](references/scientific-methods.md) | Scientific & Research Methods | 11 |206| [communication.md](references/communication.md) | Communication & Argumentation | 8 |207| [cognitive-biases.md](references/cognitive-biases.md) | Cognitive Biases & Psychology | 14 |208| [learning.md](references/learning.md) | Learning & Knowledge | 11 |209| [design-innovation.md](references/design-innovation.md) | Design & Innovation | 12 |210| [economics.md](references/economics.md) | Economics & Markets | 13 |211| [leadership.md](references/leadership.md) | Leadership & Organization | 10 |212| [quantitative-models.md](references/quantitative-models.md) | Math & Engineering Models | 9 |213| [ethics.md](references/ethics.md) | Ethics & Philosophy | 7 |214| | **Total** | **180** |215216> 📖 **Want to go deeper?** See [further-resources.md](references/further-resources.md) for per-framework books, articles, videos, courses, and curated meta-collections.217218## Key Sources & Attribution219220For **per-framework deep-dive resources** (books, articles, videos, courses), see [further-resources.md](references/further-resources.md).221222This catalog synthesizes frameworks from these primary sources:223224- **Charlie Munger** — Latticework of Mental Models, *Poor Charlie's Almanack*225- **Shane Parrish** — *The Great Mental Models* (Vols. 1-4), Farnam Street (fs.blog)226- **James Clear** — Mental models catalog (jamesclear.com)227- **Daniel Kahneman** — *Thinking, Fast and Slow*, Prospect Theory228- **Nassim Taleb** — *Antifragile*, Via Negativa, Black Swans229- **Edward de Bono** — Six Thinking Hats, Lateral Thinking230- **Peter Senge** — *The Fifth Discipline*, Systems Thinking231- **Michael Porter** — Five Forces, Value Chain Analysis232- **Dave Snowden** — Cynefin Framework233- **IDEO / Tim Brown** — Design Thinking234- **Eric Ries** — Lean Startup, MVP235- **McKinsey, BCG, Bain** — MECE, 7S, BCG Matrix, Pyramid Principle236- **ModelThinkers** (modelthinkers.com), **Ness Labs** (nesslabs.com), **The Decision Lab** (thedecisionlab.com)
danieldekay