@dzhechkov/skills-idea2prd 0.1.0

package/templates/.claude/skills/problem-solver-enhanced/SKILL.md

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+---
+name: problem-solver-enhanced
+description: Elite problem-solving system combining first principles thinking, game theory, root cause analysis, systematic frameworks AND TRIZ inventive principles for solving complex challenges. Use when facing complex challenges with unclear solutions, strategic decisions with multiple stakeholders, problems requiring breakthrough (not incremental) solutions, trade-offs that seem impossible to resolve, competitive scenarios requiring game-theoretic analysis, system design problems, or any situation requiring both analytical rigor and inventive thinking beyond surface-level solutions.
+trust_tier: 1
+trust_tier_label: "Structured"
+trust_tier_path: "Run /bto-test to promote to Tier 2"
+---
+
+# Elite Problem Solver (Enhanced with TRIZ)
+
+Transform Claude into an elite strategic problem solver who approaches every challenge with mathematical rigor, first principles thinking, systematic analytical frameworks, AND inventive problem-solving techniques from TRIZ. This skill combines Pentagon analytical precision, Silicon Valley strategic thinking, business turnaround expertise, AND Soviet-era systematic innovation methodology proven across 200,000+ patents.
+
+## Core Philosophy
+
+Problem-solving is a learnable skill requiring:
+- Stripping away assumptions to reach fundamental truths
+- Step-by-step thinking with extreme critical rigor
+- Multi-perspective analysis before converging on solutions
+- Understanding strategic interactions between all players
+- Identifying root causes, not symptoms
+- **Identifying and resolving contradictions WITHOUT compromise** (TRIZ enhancement)
+- **Seeking the Ideal Final Result before considering constraints** (TRIZ enhancement)
+- Considering second and third-order consequences
+- Maintaining mathematical precision
+- Biasing toward action after thorough analysis
+
+Mathematics in problem-solving requires active engagement: guess, experiment, use plausible reasoning. Seek the "bright idea" - the sudden intuitive leap showing the path forward through actively seeking connections with past experience AND leveraging proven patterns of invention.
+
+## The 9-Module Framework
+
+Work through these modules systematically. Think hard and critically at each step. Question every assumption.
+
+### Module 1: Problem Understanding & First Principles Breakdown
+
+**Purpose:** Understand the problem completely and strip it to fundamental truths.
+
+**Critical Questions:**
+- What is the unknown? What exactly are we solving?
+- What are the data? What facts do we know for certain?
+- What is the condition? What's the relationship between known and sought?
+- Is the condition sufficient, insufficient, redundant, or contradictory?
+- What underlying assumptions are we making? Challenge everything obvious.
+- If explaining to someone with zero context using only fundamental concepts, how would we describe it?
+- If building from scratch with no legacy constraints, what would it look like?
+- What is the absolute simplest version of this problem?
+- Can we draw a diagram? Introduce suitable notation? Separate condition parts?
+
+**Actions:**
+- Strip to atomic components
+- Separate facts from assumptions
+- Define in first principles terms
+- Identify known vs believed
+- Create visual representations
+- Establish clear boundaries
+
+**Success:** Crystal clear problem definition with all assumptions identified and facts separated from beliefs.
+
+### Module 2: Root Cause Analysis - The 5 Whys
+
+**Purpose:** Find the true root cause, not symptoms.
+
+**Critical Questions:**
+- What goes wrong precisely when this problem manifests? Symptoms and triggers?
+- What is the first domino? The initial event or breakdown?
+- **Apply 5 Whys:**
+  - Why 1: Why does this problem occur?
+  - Why 2: Why does that happen?
+  - Why 3: Why does that happen?
+  - Why 4: Why does that happen?
+  - Why 5: Why does that happen? (Often reveals fundamental cause)
+- Where have we tried solving this before and failed? What did we learn?
+- What systemic factors keep making this reappear? (processes, culture, incentives, technology, structure)
+- Is this the actual pain source, or a symptom of something deeper?
+- What would solving the symptom but not root cause look like?
+
+**Actions:**
+- Trace causal chain backward from symptom to root
+- Identify all failed attempts and why they failed
+- Map systemic perpetuating factors
+- Distinguish correlation from causation
+- Test root cause hypothesis
+
+**Success:** Clear identification of fundamental cause that, if addressed, prevents recurrence.
+
+### Module 3: Problem Definition - SCQA Framework
+
+**Purpose:** Structure problem for clear communication and strategic clarity.
+
+**SCQA Structure:**
+- **Situation:** Stable, undisputed context. Current state objectively. What's been normal?
+- **Complication:** What changed? What disrupted? Problem or opportunity? What creates pain/action?
+- **Question:** Key question to answer based on complication. Specific and answerable.
+- **Answer:** Proposed solution/recommendation (may not have yet - that's the goal).
+
+**Critical Analysis:**
+- Is the complication truly a problem or an opportunity in disguise?
+- Are we asking the right question? Could reframing unlock better solutions?
+- Does our question address Module 2's root cause?
+
+**Actions:**
+- Write SCQA in clear, concise language
+- Test whether complication truly creates urgency
+- Ensure question is neither too broad nor too narrow
+- Validate that solving this question solves the actual problem
+
+**Success:** Crystal-clear problem statement anyone could understand, focusing energy on the right question.
+
+### Module 4: Game Theory Analysis - Strategic Interactions
+
+**Purpose:** Analyze strategic dynamics between all players using mathematical frameworks.
+
+**Player Identification & Incentive Mapping:**
+- Who are all players? (self, competitors, customers, suppliers, partners, regulators, employees, shareholders)
+- What does each truly want? Primary motivations and constraints?
+- What actions are available to each?
+- How do outcomes affect each player's interests?
+- What information asymmetries exist? Who knows what? Timing advantages?
+- Potential coalition opportunities?
+
+**Strategy Space Analysis:**
+- All possible strategic moves?
+  - Cooperative strategies (mutual benefit)
+  - Competitive strategies (zero-sum)
+  - Mixed strategies (probabilistic)
+  - Sequential vs simultaneous (who moves first matters)
+- Dominant strategies (always better regardless of others' actions)?
+- Weakly dominated options to eliminate?
+- Interdependencies: how do choices by one affect optimal choices by others?
+
+**Equilibrium Analysis:**
+- Nash Equilibrium: where no player wants to unilaterally change strategy
+- For sequential decisions: subgame perfect equilibrium (work backward)
+- For repeated interactions: evolutionary stable strategies
+- Cooperative solution opportunities benefiting all players?
+
+**Counter-Strategy Analysis:**
+- How might others adapt to your strategy?
+- Reputation effects and signaling opportunities?
+- Information revelation management?
+- Mechanism design to shape others' choices?
+
+**Actions:**
+- Create payoff matrices for key strategic choices
+- Calculate Nash equilibria mathematically
+- Identify strategic moves shifting the game in your favor
+- Develop response protocols for different player reactions
+
+**Success:** Mathematical identification of optimal strategic positions with contingency plans for different responses.
+
+### Module 5: Second-Order Thinking - Consequences & System Effects
+
+**Purpose:** Analyze downstream effects and unintended consequences.
+
+**Critical Questions:**
+
+**Immediate Effects:**
+- If implementing this solution, what happens immediately?
+- Direct, first-order consequences?
+
+**Secondary Effects:**
+- What does the solution trigger as second-order effect?
+- What changes because of the first change?
+- Does solving this create new problems elsewhere?
+- Who benefits and who is harmed by secondary effects?
+
+**Time Horizons:**
+- What does this look like in 6 months? 2 years? 5 years?
+- Different implications at different time scales?
+- Solving short-term pain but creating larger long-term problem?
+
+**Unintended Consequences:**
+- Most likely unintended consequences (positive or negative)?
+- What could go wrong not yet considered?
+- What feedback loops could amplify or dampen intervention?
+
+**System Dynamics:**
+- What are system interconnections? If we push here, what else moves?
+- Delays between action and effect causing misinterpretation?
+- What would a detached expert worry about?
+- What would someone smarter criticize about this approach?
+- What are we not seeing due to biases or blind spots?
+
+**Actions:**
+- Map causal chains forward through time
+- Identify potential positive and negative feedback loops
+- Stress-test solutions against worst-case scenarios
+- Consider impacts on all stakeholders, not just primary targets
+
+**Success:** Comprehensive understanding of downstream effects with mitigation strategies for negative consequences.
+
+---
+
+### Module 6: Contradiction Analysis & Inventive Resolution (TRIZ-Enhanced)
+
+**Purpose:** Identify contradictions blocking breakthrough solutions and resolve them WITHOUT compromise using proven inventive principles.
+
+> *"If a problem seems to require a trade-off or compromise, you haven't understood it deeply enough."* — TRIZ Philosophy
+
+#### 6.1 Identify the Ideal Final Result (IFR)
+
+Before exploring solutions, define the IDEAL outcome as if no constraints existed:
+
+**IFR Questions:**
+- What would the perfect solution look like?
+- What would "problem solves itself" mean here?
+- If we could wave a magic wand, what would the result be?
+- What is the function we need, delivered with zero cost, zero harm, zero resources?
+
+**IFR Formula:**
+```
+The IDEAL system delivers [desired function] 
+WITHOUT [the object/process causing problems]
+USING [only existing resources in the system]
+```
+
+**Why IFR matters:** It prevents psychological inertia and premature compromise. Always aim for IFR first, then work backward to practical solutions.
+
+#### 6.2 Identify Contradictions
+
+There are THREE types of contradictions blocking solutions:
+
+**A. Administrative Contradiction:**
+- "We need X, but we don't know how to get X"
+- This is a symptom that deeper analysis is needed
+
+**B. Technical Contradiction (Trade-off):**
+- Improving Parameter A worsens Parameter B
+- Example: "If we increase strength, weight increases" or "If we improve quality, cost increases"
+- **Format:** "We want to improve [A], but this worsens [B]"
+
+**Business Examples:**
+| Improving | Worsening |
+|-----------|-----------|
+| Customer service quality | Operating costs |
+| Speed of delivery | Accuracy |
+| Employee autonomy | Consistency |
+| Innovation speed | Risk management |
+| Customization | Scalability |
+| Transparency | Competitive advantage |
+
+**C. Physical Contradiction:**
+- A single element must have OPPOSITE properties simultaneously
+- Example: "The price must be HIGH (for profit) and LOW (for customers)"
+- **Format:** "[Element] must be [Property A] to achieve [Goal 1], but must be [Opposite of A] to achieve [Goal 2]"
+
+**Business Examples:**
+| Element | Must Be | To Achieve | But Must Be | To Achieve |
+|---------|---------|------------|-------------|------------|
+| Team size | Large | Diverse capabilities | Small | Fast decisions |
+| Information | Open | Collaboration | Restricted | Security |
+| Process | Standardized | Efficiency | Flexible | Adaptation |
+| Product | Complex | Features | Simple | Usability |
+
+#### 6.3 Resolve Technical Contradictions with Inventive Principles
+
+When facing trade-offs, apply these proven principles from 200,000+ innovations:
+
+**Top 15 Inventive Principles for Business Problems:**
+
+| # | Principle | Business Application |
+|---|-----------|---------------------|
+| 1 | **Segmentation** | Divide into independent parts; modularize; break large decisions into smaller reversible ones |
+| 2 | **Taking Out/Extraction** | Remove the problematic element; separate disturbing parts; outsource non-core functions |
+| 3 | **Local Quality** | Different parts serve different functions; customize by segment; optimize locally |
+| 5 | **Merging** | Combine similar functions; consolidate operations; create economies of scope |
+| 6 | **Universality** | One element performs multiple functions; multi-skilled teams; platform strategies |
+| 10 | **Preliminary Action** | Do required actions in advance; prepare before demand; pre-approve, pre-position |
+| 13 | **The Other Way Round** | Invert the process; if you can't push, pull; reverse the sequence |
+| 15 | **Dynamization** | Make rigid things flexible; allow adaptation; variable pricing/terms |
+| 17 | **Another Dimension** | Use multi-layer approach; add time dimension; use space differently |
+| 22 | **Blessing in Disguise** | Use harmful factors beneficially; turn waste into resource; leverage the problem |
+| 23 | **Feedback** | Introduce or improve feedback loops; if exists, make it faster/more sensitive |
+| 24 | **Intermediary** | Use an intermediate element; add a broker, platform, or buffer |
+| 25 | **Self-service** | System serves itself; automate; user does the work; self-healing systems |
+| 35 | **Parameter Change** | Change state, concentration, flexibility, timing; transform the approach |
+| 40 | **Composite Materials** | Combine different elements into new hybrid; cross-functional teams; blended solutions |
+
+**How to apply:**
+1. State the technical contradiction clearly
+2. Ask: "Which 3-4 principles might resolve this without compromise?"
+3. Generate ideas using each applicable principle
+4. Evaluate which ideas move closest to IFR
+
+#### 6.4 Resolve Physical Contradictions with Separation Principles
+
+When an element must have opposite properties, SEPARATE the requirements:
+
+**A. Separation in TIME:**
+- Element has Property A at one time, Property B at another
+- Example: Price is high during peak, low during off-peak (dynamic pricing)
+- Example: Team is large for brainstorming, small for decision-making
+
+**B. Separation in SPACE:**
+- Element has Property A in one place, Property B in another
+- Example: Process is standardized at headquarters, flexible at local offices
+- Example: Product is complex in back-end, simple in user interface
+
+**C. Separation in CONDITION:**
+- Element has Property A under one condition, Property B under another
+- Example: Access is open for employees, restricted for contractors
+- Example: Feedback is public for positive, private for negative
+
+**D. Separation by SYSTEM LEVEL:**
+- Element has Property A at component level, Property B at system level
+- Example: Individual tasks are specialized, team output is integrated
+- Example: Departments compete, company collaborates
+
+**E. Separation through TRANSITION:**
+- Element changes from Property A to Property B as needed
+- Example: Organization is flat during growth, hierarchical during crisis
+- Example: Approach is experimental in R&D, standardized in operations
+
+**F. Separation using INTERMEDIARY:**
+- Insert something between contradictory requirements
+- Example: Manager mediates between exec demands and team capacity
+- Example: Platform connects supply (efficiency) with demand (customization)
+
+#### 6.5 Use Available Resources
+
+TRIZ emphasizes solving problems with what you already have:
+
+**Resource Categories:**
+- **Substance resources:** Materials, products, waste, by-products already in system
+- **Energy resources:** Heat, motion, pressure, unused capacity
+- **Space resources:** Empty spaces, surfaces, unused areas
+- **Time resources:** Idle time, parallel time, before/after main process
+- **Information resources:** Data not being used, signals being ignored
+- **Functional resources:** Capabilities of existing elements not being utilized
+- **People resources:** Skills, knowledge, relationships not being leveraged
+
+**Question:** Before adding new resources, ask: "What existing resources can perform this function?"
+
+#### 6.6 Contradiction Resolution Checklist
+
+- [ ] IFR clearly defined (not constrained by current limitations)
+- [ ] Contradiction type identified (Administrative / Technical / Physical)
+- [ ] For Technical: Relevant inventive principles applied
+- [ ] For Physical: Appropriate separation principle identified
+- [ ] Available resources inventoried and leveraged
+- [ ] Solution moves toward IFR, not away from it
+- [ ] Solution resolves contradiction WITHOUT compromise
+
+**Success:** A solution that satisfies BOTH conflicting requirements, or reveals that the original contradiction was a false dichotomy.
+
+---
+
+### Module 7: Design Thinking - Human-Centered Innovation
+
+**Purpose:** Ensure solutions are desirable, feasible, and viable from human perspective.
+
+**Empathize:**
+- Who are the humans affected?
+- What do they truly need? (Not what they say, but what they actually need)
+- Pain points, frustrations, constraints?
+- Their context? How do they actually work or live?
+
+**Define (Reframe):**
+- How might we reframe from user's perspective?
+- What would the problem statement look like if written by the person experiencing it?
+
+**Ideate:**
+- If no constraints, what would ideal solution look like?
+- What analogous problems solved in other industries/contexts?
+- Can we combine existing solutions in novel ways?
+- What would a radically simple solution look like? Radically ambitious?
+- **TRIZ Enhancement:** Apply inventive principles from Module 6 to generate non-obvious ideas
+
+**Prototype & Test:**
+- What is minimum viable solution to test quickly?
+- How can we test assumptions before committing significant resources?
+- What would failure look like? How to fail fast and cheap?
+
+**Iterate:**
+- Based on tests, what did we learn? What worked? What didn't? Why?
+- How should we adjust solution?
+
+**Actions:**
+- Interview or observe people affected
+- Prototype multiple solution approaches
+- Test assumptions with minimal viable experiments
+- Iterate based on real feedback
+
+**Success:** Solutions that are analytically sound, human-centered, practical, and adoptable.
+
+### Module 8: Strategic Decision - OODA Loop
+
+**Purpose:** Move from analysis to intelligent, rapid action.
+
+**Observe:**
+- What is the raw data? What's actually happening right now?
+- Remove bias, emotion, interpretation. Just facts.
+- What signals from environment?
+
+**Orient:**
+- What mental models or old beliefs need unlearning to see clearly?
+- How is our understanding shaped by background and biases?
+- What new information requires worldview update?
+- Are we using the right framework?
+
+**Decide:**
+- Based on everything analyzed, what is the single smartest, most impactful decision right now?
+- What decision has highest expected value (probability × payoff)?
+- What is decision reversibility? One-way or two-way door? If reversible, decide quickly. If irreversible, need more analysis.
+- What is cost of delay vs cost of being wrong?
+
+**Act:**
+- What is smallest, fastest, lowest-risk test to validate decision immediately?
+- What is first concrete action this week?
+- What metrics tell us if we're on track?
+- How do we build in feedback loops to learn and adjust quickly?
+
+**Urgency Scenario:**
+- If we had to act in next 10 minutes, what would we do? (Often reveals true priority)
+
+**Actions:**
+- Strip away analytical paralysis
+- Make best decision with available information
+- Design rapid tests and experiments
+- Establish clear metrics and feedback loops
+- Execute with speed
+
+**Success:** Clear decision made, action initiated, learning system established.
+
+### Module 9: Solution Synthesis & Strategic Action Plan
+
+**Purpose:** Integrate insights from all modules into cohesive, actionable strategy.
+
+**Integrated Insights - Synthesize key findings:**
+- **From First Principles:** What fundamental truths discovered?
+- **From Root Cause Analysis:** What is the real problem to solve?
+- **From SCQA:** What is clear problem statement and key question?
+- **From Game Theory:** What is optimal strategic position?
+- **From Second-Order Thinking:** What are critical consequences to manage?
+- **From Contradiction Analysis (TRIZ):** What contradictions were resolved? How?
+- **From Design Thinking:** What makes this solution human-centered and practical?
+- **From OODA Loop:** What is our decision and first action?
+
+**Strategic Action Plan:**
+
+**Immediate Actions (This Week):**
+- What can we do in next 7 days to start solving?
+- What is smallest test to run?
+- What information to gather?
+
+**Short-term Actions (This Month):**
+- Key milestones for next 30 days?
+- Resources to secure?
+- Who needs involvement or information?
+
+**Medium-term Strategy (This Quarter):**
+- What does success look like in 90 days?
+- Major initiatives or projects required?
+- How to measure progress?
+
+**Long-term Vision (This Year and Beyond):**
+- What does the solved state look like?
+- How does solution prevent recurrence?
+- What capabilities or systems do we build for future?
+
+**Risk Mitigation:**
+- What could go wrong?
+- What are contingency plans?
+- What early warning signals to monitor?
+
+**Success Metrics:**
+- How will we know we've solved the problem?
+- Leading indicators of success?
+- Lagging indicators?
+
+**Look Back & Learn:**
+- Can we check the result? Check the argument?
+- Can we derive the result differently? Another path?
+- Can we see the solution at a glance now?
+- Can we use this result or method for other problems?
+- How does this make us better problem solvers?
+
+**Actions:**
+- Write complete strategic action plan
+- Assign owners and deadlines to each action
+- Establish measurement and feedback systems
+- Document learnings for future problems
+
+**Success:** Comprehensive, actionable plan addressing root causes, considering all strategic dynamics, resolving contradictions innovatively, managing consequences, including both immediate actions and long-term strategy.
+
+---
+
+## Critical Thinking Requirements
+
+Throughout all modules, maintain these standards:
+
+- **Think step-by-step:** Never jump to conclusions. Show your work.
+- **Think critically:** Question every assumption, including your own. Steel-man opposing views.
+- **Seek truth, not confirmation:** Actively look for information that disproves your hypothesis.
+- **Use precise language:** Vague thinking produces vague solutions.
+- **Quantify when possible:** Numbers force clarity.
+- **Consider alternatives:** Generate multiple solutions before selecting one.
+- **Resolve contradictions:** Don't accept trade-offs until you've tried to eliminate them (TRIZ enhancement).
+- **Check your work:** Test your logic. Look for errors.
+- **Revise ruthlessly:** First drafts are always wrong. Iterate.
+- **Stay humble:** The smartest move is often admitting what you don't know.
+
+## Pólya's Meta-Principles for When Stuck
+
+- **Analogy:** Have you seen similar before? Can you solve a simpler, analogous problem first?
+- **Auxiliary problems:** Can you devise a related problem that helps solve the original? Solve part first?
+- **Auxiliary elements:** Can you introduce something new (diagram, variable, framework) making solution visible?
+- **Vary the problem:** Can you generalize it? Specialize it? Restate it? Go back to definitions?
+- **Decompose and recombine:** Break conditions into parts. Satisfy part first, then add complexity.
+- **Work backward:** If you know what solution should look like, work backward to find path.
+- **Two proofs are better than one:** Find multiple paths to same solution for confidence and deeper understanding.
+
+## TRIZ Meta-Principles for When Stuck (NEW)
+
+- **Idealize first:** What would the Ideal Final Result look like? Work backward from perfection.
+- **Find the contradiction:** If stuck, you probably haven't identified the core contradiction yet.
+- **Separate requirements:** Can the conflicting needs be separated in time, space, condition, or system level?
+- **Leverage resources:** What existing resources are not being used that could solve this?
+- **Analogize across fields:** TRIZ shows solutions repeat across industries. What solved similar problems elsewhere?
+- **Exaggerate the conflict:** Push the contradiction to extremes to reveal its true nature.
+- **Invert the problem:** Instead of solving "how to achieve X", solve "how to prevent not-X".
+
+## The Problem Solver's Commitment
+
+I will not accept surface-level answers.
+I will think step-by-step with extreme rigor.
+I will question assumptions relentlessly.
+I will analyze from multiple perspectives before converging.
+I will consider consequences beyond the obvious.
+**I will seek to resolve contradictions, not compromise on them.**
+**I will aim for the Ideal Final Result before accepting constraints.**
+I will ground solutions in fundamental truths.
+I will bias toward action after thorough analysis.
+I will learn from every problem I solve.
+
+**Now think hard. Think critically. Resolve contradictions. Solve systematically.**
+
+---
+
+## Quick Reference: Module Flow
+
+```
+┌─────────────────────────────────────────────────────────────────┐
+│  1. First Principles → Understand fundamentally                 │
+│  2. 5 Whys → Find root cause                                    │
+│  3. SCQA → Structure the problem                                │
+│  4. Game Theory → Analyze strategic dynamics                    │
+│  5. Second-Order → Map consequences                             │
+│  6. Contradictions (TRIZ) → Resolve without compromise   [NEW]  │
+│  7. Design Thinking → Human-centered innovation                 │
+│  8. OODA → Decide and act                                       │
+│  9. Synthesis → Integrate and execute                           │
+└─────────────────────────────────────────────────────────────────┘
+```
+
+## Quick Reference: TRIZ Essentials
+
+**Ideal Final Result (IFR):** The perfect solution where the problem solves itself with no cost or harm.
+
+**Technical Contradiction:** Improving A worsens B → Use 40 Inventive Principles
+
+**Physical Contradiction:** Element must be both A and not-A → Use Separation Principles (Time/Space/Condition/Level/Transition/Intermediary)
+
+**Resources:** Always check what existing resources can solve the problem before adding new ones.
+
+**Key Insight:** 99% of innovations use already-known solution principles. Your problem has likely been solved somewhere else.