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Recognize Senge's Systems Archetypes to diagnose recurring organizational and technical problems, identify why fixes keep failing, and design interventions that address root structure.

Update beliefs systematically based on new evidence using probabilistic reasoning. Use when estimating probabilities, learning from data, or making decisions under uncertainty.

Apply Herbert Simon's Bounded Rationality and satisficing to make good-enough decisions under real-world constraints. Use for design decisions under time pressure, recognizing cognitive limits, and setting appropriate stopping criteria.

Know the boundaries of your expertise and operate within them. Use when evaluating opportunities, making decisions outside your domain, or assessing when to defer to experts.

Classify problems by complexity domain (clear, complicated, complex, chaotic) and match approach to domain. Use for choosing methodologies, problem framing, and process design.

Systematic checklist to identify and counteract cognitive biases in decision-making. Use before major decisions, when evaluating recommendations, or when stakes are high.

Apply Kahneman's Dual-Process Theory to recognize when to trust intuition vs engage deliberate analysis. Use for high-stakes decisions, error-prone contexts, or when balancing speed vs accuracy.

Start with means, not goals; co-create with partners; leverage contingencies. Use for startup strategy, innovation projects, and uncertain/novel domains where planning is unreliable.

Analyze systems using Donella Meadows' feedback loop framework to identify reinforcing loops, balancing loops, delays, and leverage points. Use for organizational dynamics, product growth design, debugging runaway or oscillating systems, and finding high-impact interventions.

Make order-of-magnitude estimates for unknown quantities by decomposing into known or estimable factors. Use for capacity planning, cost estimation, market sizing, and technical feasibility assessment.

Break complex problems into fundamental truths by questioning assumptions and rebuilding from irreducible components. Use for innovation, challenging status quo, or when conventional solutions fail.

Enhanced root cause analysis with explicit bias guards and stopping criteria. Use for incident post-mortems, bug investigations, and process failures where standard 5 Whys might mislead.

Approach problems backward by identifying paths to failure, then systematically avoiding them. Use for risk identification, planning, and avoiding obvious mistakes.

Understand what "job" users hire your product to do, focusing on progress users seek rather than features. Use for product development, feature prioritization, user research, and market positioning.

Systematic rational process for complex problem analysis, decision making, and risk assessment. Use for high-stakes engineering decisions, root cause analysis beyond 5 Whys, and multi-factor evaluations requiring structured criteria.

Identify where small changes can have large effects using Donella Meadows' hierarchy of system intervention points. Use for strategic decisions, system optimization, and choosing where to focus engineering effort.

Deliberately attack your own plans, systems, and assumptions to find weaknesses before adversaries or reality does. Use for security review, architecture validation, plan stress-testing, and pre-launch preparation.