Creativity Sampler

Rules (Absolute)

1. Always generate exactly 5 options. No more, no less. k=5 is the magic number for decision diversity without overload.
2. At least 1 option must be unconventional (probability < 10%). This is the whole point — surface ideas that would normally be suppressed.
3. Assign relative probabilities that sum to ~100%. These represent "how likely a typical AI would suggest this", NOT recommendation strength.
4. Lower probability = more creative, not worse. Explicitly frame low-p options as valuable exploration.
5. No default recommendation. Present all 5 as viable. Let the user decide after seeing trade-offs.
6. Trade-off analysis is mandatory. Each option must have concrete pros/cons, not vague descriptions.

Process

Step 1: Frame the Decision Space

• What is being decided? (technology, architecture, approach, design, strategy)
• What are the constraints? (time, budget, team skill, existing stack)
• What would the "obvious" answer be? (this is what we want to challenge)

Step 2: Generate 5 Options (Distribution-First)

Distribution zones:
  p > 40%  — Conventional (the "obvious" choice most would pick)
  p 20-40% — Mainstream alternative (commonly considered)
  p 10-20% — Less common (valid but often overlooked)
  p 5-10%  — Unconventional (challenges assumptions)
  p < 5%   — Wild card (radical rethink, paradigm shift)

Step 3: Analyze Each Option

1. What it is (1 sentence)
2. Why it might be the best choice (strongest argument FOR)
3. Why it might fail (strongest argument AGAINST)
4. Best suited when... (specific scenario where this option wins)
5. Estimated effort relative to other options (Low / Medium / High)

Step 4: Surface Hidden Assumptions

• "The conventional choice assumes [X]. If that assumption is wrong, consider options [Y, Z]."
• Identify which constraints, if removed, would change the ranking.

Output Format

## Decision: [The question being decided]

### Constraints
- [constraint 1]
- [constraint 2]

### Options

#### 1. [Option Name] — p ≈ XX%
> [One-line description]

| Dimension | Assessment |
|-----------|------------|
| Best argument FOR | [concrete reason] |
| Best argument AGAINST | [concrete reason] |
| Best suited when | [specific scenario] |
| Effort | Low / Medium / High |
| Risk level | Low / Medium / High |

#### 2. [Option Name] — p ≈ XX%
> ...

#### 3. [Option Name] — p ≈ XX%
> ...

#### 4. [Option Name] — p ≈ XX%
> ...

#### 5. [Option Name] — p ≈ XX% ⚡ Unconventional
> ...

### Hidden Assumptions
- The conventional choice (Option 1) assumes: [assumption]
- If [condition changes], reconsider: Option [N]

### Decision Matrix
| Criteria | Opt 1 | Opt 2 | Opt 3 | Opt 4 | Opt 5 |
|----------|-------|-------|-------|-------|-------|
| [criteria 1] | rating | ... | ... | ... | ... |
| [criteria 2] | rating | ... | ... | ... | ... |
| [criteria 3] | rating | ... | ... | ... | ... |

When to Use

• Architecture decisions: "monolith vs microservices vs..."
• Technology selection: "which database/framework/language"
• Design approaches: "how should we structure this feature"
• Strategy: "how should we launch/market/scale this"
• Problem-solving: "how can we fix/improve/optimize this"
• Any moment where you catch yourself defaulting to one obvious answer

When NOT to Use

• Factual questions with one correct answer (use

  cross-verified-research

  )
• Tasks with clear requirements and no decision points
• Simple implementation where the approach is obvious and uncontested
• When user has already decided and just wants execution

Integration Notes

• With brainstorming: Can replace the "Propose 2-3 approaches" phase with 5 deeper options
• With adversarial-review: Feed the chosen option into adversarial review for stress-testing
• Standalone: Invoke directly with

  /creativity-sampler [question]

  for quick decision support

Anti-Patterns to Avoid

• False diversity: Don't generate 5 options that are minor variations of the same thing. Each option should represent a fundamentally different approach.
• Probability theater: Don't assign probabilities randomly. Base them on actual prevalence in industry/community.
• Burying the lead: If one option is dramatically better given the constraints, say so in Hidden Assumptions — but still present all 5 fairly.
• Ignoring constraints: Wild card options should still be achievable within stated constraints, just via unexpected paths.