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Translation

Chinese

OODA Loop Analysis

OODA循环分析

Run a complete OODA loop (Observe, Orient, Decide, Execute) on the problem or decision provided.
对提供的问题或决策执行完整的OODA循环（Observe、Orient、Decide、Execute）。

Instructions

操作说明

Work through each phase sequentially. Be thorough but concise.
按顺序完成每个阶段。做到全面且简洁。

Phase 1: OBSERVE

第一阶段：OBSERVE（观察）

Gather facts before analyzing. Ask: "What is actually happening?"
Output:
  • Current State: Facts only, no interpretation
  • Signals: What prompted this inquiry
  • Scope: Boundaries of the situation
  • Constraints: Resources, time, rules, dependencies
  • Unknowns: Information gaps to acknowledge
在分析前先收集事实。思考：“实际发生了什么？”
输出内容：
  • 当前状态：仅列事实，不做解读
  • 触发信号：引发此次咨询的原因
  • 范围：情况的边界
  • 约束条件：资源、时间、规则、依赖关系
  • 未知项：需要确认的信息缺口

Phase 2: ORIENT

第二阶段：ORIENT（调整）

Analyze and build understanding. Ask: "Why is this happening?"
Output:
  • Root Cause Analysis: Underlying drivers, not just symptoms
  • Mental Models: Frameworks that apply (first principles, inversion, second-order effects, etc.)
  • Patterns: Similar situations and their outcomes
  • Stakeholder Views: How different parties see this
  • Assumptions: What we're taking for granted
  • Biases: Cognitive traps to watch for
分析并建立认知。思考：“为什么会发生这种情况？”
输出内容：
  • 根本原因分析：底层驱动因素，而非仅表面症状
  • 思维模型：适用的框架（如第一性原理、逆向思维、二阶效应等）
  • 模式识别：类似情况及其结果
  • 利益相关者视角：不同相关方的看法
  • 假设前提：我们默认成立的条件
  • 认知偏差：需要警惕的认知陷阱

Phase 3: DECIDE

第三阶段：DECIDE（决策）

Choose from viable options. Ask: "What's the best approach?"
Output:
  • Options (minimum 3):
    • Option A — Pros / Cons / Risk level
    • Option B — Pros / Cons / Risk level
    • Option C — Pros / Cons / Risk level
  • Recommendation: Selected approach with rationale
  • Success Criteria: How we'll know it worked
  • Contingency: Fallback if primary approach fails
从可行选项中选择。思考：“最佳方案是什么？”
输出内容：
  • 可选方案（至少3个）：
    • 方案A — 优势/劣势/风险等级
    • 方案B — 优势/劣势/风险等级
    • 方案C — 优势/劣势/风险等级
  • 推荐方案：选定的方法及理由
  • 成功标准：如何判断方案有效
  • 应急预案：主方案失败后的备选方案

Phase 4: EXECUTE

第四阶段：EXECUTE（执行）

Plan implementation with verification. Ask: "How do we act and confirm?"
Output:
  • Action Steps: Ordered, concrete steps
  • Verification Points: How to check progress at each stage
  • Timeline: Realistic schedule
  • First Action: The immediate next step
制定带验证环节的实施计划。思考：“我们如何行动并确认结果？”
输出内容：
  • 行动步骤：有序、具体的步骤
  • 验证节点：各阶段如何检查进度
  • 时间线：符合实际的日程安排
  • 首要行动：立即要执行的下一步

Feedback Loop

反馈循环

End with:
  • Key Risks: What could derail this
  • Review Trigger: When to reassess (time or event based)
最后输出：
  • 关键风险：可能阻碍进程的因素
  • 复盘触发点：何时重新评估（基于时间或事件）

Format

格式要求

Use clear headers for each phase. Be direct and actionable. Avoid fluff.
为每个阶段使用清晰的标题。内容直接且具可操作性，避免冗余。

Examples

示例

Business: Product Launch Timing

商业场景：产品发布时机

Context: Feature 85% complete, competitor launching similar feature next month.
OBSERVE: Core functionality works; edge cases unhandled. Competitor announced similar launch. 3 engineers available; Q4 revenue targets looming.
ORIENT: Root tension is first-mover advantage vs. quality reputation. Last rushed launch caused 3-month support burden. Sales wants it now; Support worried; Engineering wants 2 more weeks.
DECIDE: Options evaluated—Launch now (high risk), Delay 4 weeks (medium), Soft launch to 10 customers (low risk). Selected: Soft launch → gather feedback → full launch in 3 weeks.
EXECUTE: Identify 10 beta customers (2 days) → Deploy with feature flag (1 day) → Monitor 2 weeks → Full launch with case studies.
背景：功能完成85%，竞争对手下月将推出类似功能。
OBSERVE：核心功能可正常运行；边缘场景未处理。竞争对手已宣布类似产品发布。现有3名工程师可用；Q4营收目标迫在眉睫。
ORIENT：核心矛盾是先发优势与质量口碑的权衡。上次仓促发布导致了3个月的售后支持负担。销售团队希望立即发布；支持团队表示担忧；工程师团队需要额外2周时间。
DECIDE：评估的选项包括——立即发布（高风险）、推迟4周（中风险）、向10位客户软发布（低风险）。选定方案：软发布→收集反馈→3周后全面发布。
EXECUTE：确定10位测试客户（2天）→通过功能标志部署（1天）→监控2周→结合案例研究全面发布。

Personal: Job Offer Decision

个人场景：工作offer决策

Context: 3 years at current company, plateaued. Offer is 30% raise, bigger scope, requires travel.
OBSERVE: Current role comfortable but stagnant. New role offers growth but spouse's job isn't portable; young child at home.
ORIENT: Root feeling is being undervalued + seeking growth. Models: Regret minimization; total compensation (salary + learning + relationships).
DECIDE: Selected transparent conversation with current manager + gather more info on new role before deciding.
EXECUTE: List non-negotiables → Career conversation with manager → Talk to future team → 48-hour reflection before final decision.
$ARGUMENTS
背景：在当前公司任职3年，进入职业瓶颈。新offer薪资涨幅30%，职责范围更大，但需要出差。
OBSERVE：当前岗位舒适但缺乏成长空间。新岗位提供成长机会，但配偶的工作无法异地调动；家中有年幼孩子。
ORIENT：核心感受是被低估+寻求成长。适用模型：遗憾最小化模型；总薪酬（薪资+学习机会+人际关系）。
DECIDE：选定方案：与现任经理坦诚沟通+收集更多新岗位信息后再做决定。
EXECUTE：列出不可协商的条件→与经理进行职业发展沟通→与未来团队交流→花48小时思考后做出最终决定。
$ARGUMENTS