Framework Library
Decision Frameworks
35 frameworks across management, psychology, and investment. The free tier includes 10 core frameworks; Pro unlocks them all. 繁體中文 →
Management & Thinking
Pre-mortem
Gary Klein
Stress-testing a plan before committing — finding failure paths you haven't seen yet
Explore this framework →Regret Minimization Framework
Jeff Bezos
Major life decisions, career changes, irreversible choices — especially useful when present emotions cloud judgment
Explore this framework →10 / 10 / 10 Rule
Suzy Welch
Emotionally charged in-the-moment decisions — reveals the gap between short-term feelings and long-term consequences
Explore this framework →Second-Order Thinking
Howard Marks / Charlie Munger
Complex decisions with cascading effects, strategic choices, any "obvious" decision — because first-order outcomes everyone sees are often already priced in
Explore this framework →Eisenhower Matrix
Dwight D. Eisenhower
Clarifying which decisions deserve your attention vs. those you can delegate, drop, or defer
Explore this framework →First Principles Thinking
Aristotle / Elon Musk
Breaking "we've always done it this way" inertia — rebuilding solutions from the ground up
Explore this framework →Inversion
Charlie Munger / Carl Jacobi
Finding "how to guarantee failure" in order to reverse-engineer "how to guarantee success"
Explore this framework →One-way Door vs. Two-way Door
Jeff Bezos
Calibrating how much care a decision deserves — avoiding over-deliberation on reversible choices and under-deliberation on irreversible ones
Explore this framework →Six Thinking Hats
Edward de Bono
Forcing yourself to evaluate a decision from six distinct angles — escaping single-perspective thinking
Explore this framework →OODA Loop
John Boyd
Making fast, effective decisions in rapidly changing or highly uncertain situations
Explore this framework →Personal SWOT Analysis
Albert Humphrey
Assessing your position within a specific decision context — strengths, weaknesses, opportunities, and threats
Explore this framework →Cynefin Framework
Dave Snowden
Diagnosing the problem type before deciding — clear, complicated, complex, and chaotic situations demand fundamentally different responses
Explore this framework →Jobs to be Done
Clayton Christensen
Understanding the actual "job" users hire your product or service to perform — focusing on situational tasks, not demographics
Explore this framework →Porter's Five Forces
Michael Porter
Assessing the long-term attractiveness of an industry or market — both before entry and to clarify your position once inside
Explore this framework →MoSCoW Method
Dai Clegg / DSDM
When the requirements list is too long and the team disagrees on "what's essential," force prioritization into four ranked tiers
Explore this framework →Kano Model
Noriaki Kano
Understanding how product features actually affect customer satisfaction — not every feature is "more is better"
Explore this framework →RICE Prioritization
Sean McBride · Intercom
A pile of candidate features / projects / ideas competing for slots — converting gut feel into comparable scores
Explore this framework →5 Whys
Sakichi Toyoda · Toyota Production System
Incidents, bugs, customer complaints, team friction — any problem you want to trace to root cause, not stop at surface symptom
Explore this framework →Psychology & Behavior
Cognitive Bias Checklist
Kahneman, Ariely, Thaler
Pre-flight check before any important decision — scan for five high-frequency biases before you commit
Explore this framework →Inside View vs Outside View
Daniel Kahneman / Amos Tversky
Planning and forecasting — especially when you're overly optimistic about your own project, goals, or capabilities
Explore this framework →Base Rate Forecasting
Philip Tetlock / Daniel Kahneman
Decisions requiring outcome forecasts — from startup success rates to investment returns, start by asking "how does this type of thing typically go"
Explore this framework →Loss Aversion Check
Daniel Kahneman / Amos Tversky
Distinguishing between genuine risk assessment and your brain's irrational fear of loss
Explore this framework →Sunk Cost Check
Richard Thaler / Daniel Kahneman
Detecting whether you're continuing something you shouldn't — because of what you've already invested
Explore this framework →Planning Fallacy Check
Daniel Kahneman / Amos Tversky
Counteracting systematic over-optimism when estimating time, cost, and resources
Explore this framework →Social Pressure Audit
Psychology / Behavioral Economics
Determining how much of this decision is genuinely your choice vs. a response to others' expectations
Explore this framework →Identity-Based Decision
James Clear / Psychology
Anchoring important decisions on "who I want to become" rather than "what outcome I want"
Explore this framework →Investment & Finance
Expected Value Analysis
統計學 / 賭博理論 / 投資分析
Decisions with quantifiable outcomes — investments, business decisions, choices with probability and payoff structures
Explore this framework →Opportunity Cost Framework
經典經濟學
Resource allocation decisions — how to deploy time, money, attention; especially when you're treating "do nothing" as a free option
Explore this framework →Margin of Safety Thinking
Benjamin Graham / Warren Buffett
Any decision resting on critical assumptions — investments, ventures, major commitments — ensuring you survive when assumptions prove wrong
Explore this framework →Circle of Competence
Warren Buffett / Charlie Munger
Honestly assessing your true depth of understanding in a domain before making a major commitment
Explore this framework →Asymmetric Risk/Reward
Nassim Taleb / Howard Marks
Identifying decisions with limited downside and outsized upside — and recognizing the opposite trap
Explore this framework →Scenario Planning
Shell / Strategic Planning
Systematically evaluating worst, base, and best outcomes under high uncertainty
Explore this framework →Munger's Decision Checklist
Charlie Munger
Running a major decision through Munger's multi-mental-model filter before committing
Explore this framework →Commitment Escalation Check
Barry Staw / Behavioral Economics
Detecting whether you're escalating commitment to a failing bet — justified only by "I've invested too much"
Explore this framework →BCG Growth-Share Matrix
Boston Consulting Group
Prioritizing resource allocation across business units / products / investments — which to scale, harvest, or kill
Explore this framework →