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Found 19 Skills
Surfaces and assesses hidden assumptions behind decisions, designs, or recurring patterns — use when reviewing a design before committing, reflecting on recurring problems, or questioning why the same kinds of issues keep appearing
Provides calibrated decision analysis using Charlie Munger-style multiple mental models, inversion, incentive mapping, circle-of-competence checks, misjudgment audits, second-order effects, and forecast updates. Use when the user asks for an oracle take, a hard call, a decision memo, a premortem, an outside view, a red-team, a sanity-check, what am I missing, think this through, or wants a strategy, hire, investment, plan, product, partnership, or major life choice analysed. Avoid for simple factual lookups or time-sensitive legal, medical, or market questions without fresh evidence.
Reasons through problems using six cognitive modes. Applies causal (execute goals), abductive (explain observations), inductive (find patterns), analogical (transfer from similar), dialectical (resolve tensions), and counterfactual (evaluate alternatives) thinking. Use when planning, diagnosing, finding patterns, evaluating trade-offs, or exploring what-ifs. Triggers on "why did", "what if", "how should", "analyze this", "figure out".
Conduct Kepner-Tregoe (KT) Problem Solving and Decision Making (PSDM) analysis using the four rational processes - Situation Appraisal, Problem Analysis, Decision Analysis, and Potential Problem Analysis. Use when performing structured root cause analysis, making complex decisions, evaluating alternatives with weighted criteria, conducting IS/IS NOT specification analysis, anticipating implementation risks, troubleshooting complex issues, or when user mentions "Kepner-Tregoe", "KT method", "IS/IS NOT", "situation appraisal", "decision analysis", "MUSTS and WANTS", "potential problem analysis", or needs systematic problem-solving methodology. Includes specification matrices, decision scoring, quality rubrics, and professional report generation.
Run a simulated meeting with multiple expert personas to analyze a subject from diverse perspectives, reach a decision, and propose a solution before implementation. Optionally posts the meeting analysis to a linked GitLab or GitHub issue.
Cross-meeting archaeology skill. Consumes multiple meeting recaps (or raw notes) over a period and surfaces patterns invisible in any single meeting. Shows how decisions evolved, who has been saying what, where threads are stalling, and where contradictions have emerged. Produces a plain-text timeline, themes with confidence markers, stakeholder position tracking, consolidated decision list, contradiction flags, open items, narrative summary, and prioritized follow-ups.
Annie Duke's Decision Quality framework applied to a business decision. Spawns a team of specialist agents — Resulting Auditor, Calibrator, Pre-Mortem Analyst, Quit Strategist, Process Architect — who each apply a distinct lens from Duke's framework to evaluate whether a decision is sound regardless of outcome. The lead synthesizes into a stacking analysis: which biases are operating, which process flaws exist, and the honest Duke verdict. Use when the user says "duke this", "is this a good bet", "should I quit", "evaluate this decision", or faces any high-stakes choice under uncertainty and wants rigorous decision-process analysis. Works as a standalone analysis or after /office-hours.