tool-foundation-sprint-approach-options

Compare original and translation side by side

🇺🇸

Original

English

🇨🇳

Translation

Chinese

Foundation Sprint Approach Options

Foundation Sprint 候选方案生成

Day 2 morning of a Foundation Sprint. The team forces itself to generate multiple plausible approaches before committing to one. The skill enforces a minimum of 3 approaches; anchoring on a single approach is the most common Day 2 failure mode.

Family contract:

docs/reference/skill-families/foundation-sprint-skills-contract.md

. This skill is a member of

foundation-sprint-skills

基础冲刺（Foundation Sprint）第二天上午的环节。团队需先生成多个可行方案，再确定最终方案。该技能强制要求至少生成3个方案；锚定单一方案是第二天最常见的失误模式。

家族协议：

docs/reference/skill-families/foundation-sprint-skills-contract.md

。本技能属于

foundation-sprint-skills

家族。

When to Use

使用时机

Day 2 morning of a Foundation Sprint.
Day 1 is signed; the Mini Manifesto, decision principles, and differentiation chart are committed.
The team is ready to generate candidate approaches before evaluating them through Magic Lenses in the afternoon.

基础冲刺第二天上午。
第一天成果已确认：Mini Manifesto（迷你宣言）、决策原则和差异化图表已确定。
团队准备好生成候选方案，以便下午通过Magic Lenses进行评估。

When NOT to Use

不适用时机

Day 1 is unresolved. Approach Options without differentiation context produces approaches that miss the strategic position.
The team has only one approach in mind and is unwilling to generate alternatives. The skill forces minimum 3; if the team refuses, the issue is sprint discipline, not tooling.
More than 7 approaches are emerging organically. The skill caps generation at 7; beyond that the team is generating features, not strategic approaches.

第一天成果未确定。缺乏差异化背景的候选方案生成会导致方案偏离战略定位。
团队只想到一个方案且不愿生成替代方案。本技能强制要求至少3个方案；若团队拒绝，问题在于冲刺纪律而非工具。
自发产生的方案超过7个。本技能将生成数量上限设为7；超过此数量时，团队实际上是在生成功能而非战略方案。

What This Skill Produces

产出物

A single bundled artifact containing:

3 to 7 one-page approach summaries, each with:
- Name and label (color, letter, ID)
- One-sentence "what it is"
- "Why it's a good idea" rationale (1 short paragraph)
- Simple doodle or textual visual description
- How the approach serves the two chosen differentiators
Approach set summary table comparing all approaches at a glance (label, name, capture mechanism, recall mechanism, primary trade-off).

See

references/TEMPLATE.md

for the canonical structure and

references/EXAMPLE.md

for the Brainshelf example.

一个整合的成果包，包含：

3至7份单页方案摘要，每份包含：
- 名称与标识（颜色、字母、ID）
- 一句话说明“方案内容”（需客户能理解）
- “为何可行”的理由（简短段落）
- 简单涂鸦或文字描述的可视化内容
- 方案如何契合两个选定的差异化定位
方案对比汇总表，可快速对比所有方案（标识、名称、捕获机制、召回机制、主要权衡）。

参考

references/TEMPLATE.md

获取标准结构，

references/EXAMPLE.md

提供Brainshelf示例。

Sequence (75 minutes)

流程（75分钟）

Step 1: Frame the approach space (5 min)

步骤1：界定方案范围（5分钟）

The facilitator restates the differentiation: "We are committing to [differentiator 1] and [differentiator 2]. Approaches that fail either of these are out of scope." This sets the boundary; the team generates inside it, not outside it.

主持人重申差异化定位：“我们致力于[差异化定位1]和[差异化定位2]。不符合其中任何一项的方案均超出范围。” 这设定了边界，团队需在范围内生成方案。

Step 2: Silent ideation (15-20 min)

步骤2：静默构思（15-20分钟）

Each team member generates 2-4 candidate approaches silently. Cluster duplicates. Surface 8-12 candidates.

每位团队成员静默生成2-4个候选方案。合并重复方案，筛选出8-12个候选方案。

Step 3: Cluster and select 3-7 (15-25 min via Decider call)

步骤3：聚类并筛选3-7个方案（15-25分钟，通过Decider会议）

The team clusters similar approaches and the Decider narrows to 3-7 candidates that will be one-page-summarized. The 3-minimum is enforced; if the team produces 2 candidates after clustering, push the team back to ideation to generate at least one more.

团队将相似方案聚类，Decider将候选方案缩减至3-7个，用于撰写单页摘要。强制要求至少3个；若聚类后仅得到2个方案，需让团队返回构思环节，至少再生成一个方案。

Step 4: One-page summarize each approach (25-40 min)

步骤4：撰写单页方案摘要（25-40分钟）

Each team member takes 1-2 approaches and writes the one-page summary. Each summary names:

Label: a color, letter, or short identifier (Yellow, Blue, Approach A, etc.)
What it is: one sentence the customer would understand
Why it's a good idea: short paragraph naming the customer value and the team's ability to deliver
Visual: a simple doodle or textual description of what the customer sees or does
How it serves the differentiators: one or two lines per chosen differentiator

每位团队成员负责1-2个方案，撰写单页摘要。每份摘要需包含：

标识：颜色、字母或简短标识符（如黄色、蓝色、方案A等）
方案内容：客户能理解的一句话描述
为何可行：简短段落说明客户价值及团队交付能力
可视化内容：简单涂鸦或文字描述客户所见或操作流程
契合差异化定位的方式：针对每个选定的差异化定位，用1-2行说明

Step 5: Cross-summary review (5-10 min)

步骤5：交叉评审摘要（5-10分钟）

The team reviews the full set, flagging summaries that don't fit the differentiators or that overlap so heavily with another approach that they're duplicates. The Decider approves the set advancing to Magic Lenses.

团队评审所有摘要，标记不符合差异化定位或与其他方案高度重叠的重复内容。Decider批准进入Magic Lenses环节的方案集。

Approach Generation Discipline

方案生成规则

The skill enforces five rules at decision-point:

Minimum 3, maximum 7. Fewer than 3 means the team is anchored on one idea; more than 7 means the team is generating features.
Each approach must be a strategic path, not a feature. "Add a settings screen" is a feature; "make capture the home screen" is a strategic path.
Each approach must serve both chosen differentiators (not just one). An approach that wins on differentiator 1 but fails differentiator 2 should be either revised or dropped.
Each approach must be visually describable. If the team can't draw it on a card, the approach is too abstract for the sprint.
No first-idea bias. The first approach the team thought of should be included only if it survives the differentiation check; many teams find their initial idea is not the strongest after generating alternatives.

本技能在决策点强制执行以下五条规则：

最少3个，最多7个。少于3个意味着团队锚定了单一想法；超过7个意味着团队在生成功能而非方案。
每个方案必须是战略路径，而非功能。“添加设置界面”是功能；“将捕获界面设为主界面”是战略路径。
每个方案必须契合两个选定的差异化定位（而非仅一个）。若方案仅在差异化定位1上表现出色，但不符合差异化定位2，则需修改或舍弃。
每个方案必须可可视化描述。若团队无法在卡片上画出方案，则该方案对冲刺而言过于抽象。
避免初始想法偏见。团队最初想到的方案只有通过差异化检查才能纳入；许多团队会发现，生成替代方案后，初始想法并非最优。

Inference Inputs

推理输入

Input	What the skill does with it
Basics bundled artifact	Reads target customer to ensure approaches are designed for them, not for an adjacent customer
Differentiation bundled artifact	Reads the 2 chosen differentiators and the 2x2 position; flags approaches that miss either differentiator
Approach candidates (optional)	If pre-supplied, pre-populates the silent ideation board; team adds and refines rather than starting cold

输入	技能用途
基础成果包	读取目标客户信息，确保方案针对目标客户设计，而非相邻客户
差异化成果包	读取2个选定的差异化定位和2x2定位矩阵；标记不符合任一差异化定位的方案
候选方案（可选）	若预先提供，将预先填充静默构思看板；团队在此基础上添加和完善，而非从零开始

Common Pitfalls

常见误区

Generating features instead of approaches. "Add notifications" is not an approach; it's a feature. The skill enforces strategic-path framing.
Too few options. Stopping at 2 approaches because "those are obviously the choices" anchors the team. Force a third even if it's intentionally weaker; it surfaces the trade-offs.
Approaches that fail one differentiator. An approach that beats differentiator 1 but loses differentiator 2 has rejected the Day 1 strategic commitment. Either drop it or revise it.
Skipping the visual. "I can describe it in prose" defeats the purpose. The visual forces concreteness.
Overlap masquerading as distinct approaches. Two summaries that differ only in implementation detail are one approach. Cluster them.

生成功能而非方案。“添加通知”不是方案，而是功能。本技能强制要求以战略路径为框架。
方案数量过少。因“显然只有这两个选择”而止步于2个方案，会让团队陷入锚定思维。即使第三个方案故意设计得较弱，也要强制生成，这能凸显权衡点。
方案不符合其中一个差异化定位。若方案在差异化定位1上胜出，但在差异化定位2上失利，则违背了第一天的战略承诺。需舍弃或修改该方案。
跳过可视化环节。“我能用文字描述”违背了初衷。可视化能迫使方案具体化。
以重叠内容冒充不同方案。仅在实现细节上有差异的两个摘要属于同一方案，需聚类合并。

Decider Role

Decider角色

The Decider's job during Approach Options:

Restate the differentiation boundary at the start.
Narrow the clustered candidates to 3-7 for one-page summary.
Approve the final set advancing to Magic Lenses; reject summaries that drift from the differentiation.

The Decider does NOT pick a top approach in this skill. Magic Lenses produces the top bet; Approach Options produces the candidates Magic Lenses will evaluate.

Decider在候选方案生成环节的职责：

开始时重申差异化边界。
将聚类后的候选方案缩减至3-7个，用于撰写单页摘要。
批准进入Magic Lenses环节的最终方案集；否决偏离差异化定位的摘要。

Decider在此技能中不选择最优方案。最优方案由Magic Lenses确定；候选方案生成环节负责生成Magic Lenses将评估的候选方案。

Canonical Sources

标准来源

Character Capital. "Foundation Sprint guide." Approach generation agenda.
Knapp, J., and Zeratsky, J. Click. Day 2 morning sequence.

Character Capital. 《基础冲刺指南》。方案生成议程。
Knapp, J., 和 Zeratsky, J. Click。第二天上午流程。

Cross-Skill Usage

跨技能使用

Prerequisites:

tool-foundation-sprint-differentiation

. The Day 1 strategic position is the load-bearing input.

Next invocation:

tool-foundation-sprint-magic-lenses

in the afternoon. The approach set produced here is the input to Magic Lenses scoring.

前置技能：

tool-foundation-sprint-differentiation

。第一天的战略定位是核心输入。

后续调用：下午的

tool-foundation-sprint-magic-lenses

。本环节生成的方案集将作为Magic Lenses评分的输入。

Decider Checkpoint

Decider检查点

This skill ends with a Decider Checkpoint in

references/TEMPLATE.md

. The Decider signs off on the set of approaches advancing to Magic Lenses, confirming none are out-of-scope and none are duplicates. Without sign-off, Magic Lenses begins with an unstable candidate set.

本技能结束时，需在

references/TEMPLATE.md

中完成Decider检查点。Decider需签字确认进入Magic Lenses环节的方案集，确保无超出范围或重复的方案。若未签字确认，Magic Lenses将从不稳定的候选方案集开始。