systems-thinking

SKILL.md

Apply systems thinking frameworks to understand complex multi-stakeholder problems and second-order effects.

Maps systems by identifying all players, their incentives, and interactions; traces stocks (what accumulates) and flows (what moves between states)

Helps identify leverage points where small interventions create large systemic changes and uncover feedback loops that amplify or dampen outcomes

Flags common mistakes including optimizing locally, ignoring incentives, treating symptoms instead of root causes, and missing cascading effects beyond first-order impact

Draws on insights from six product leaders on strategic thinking, ecosystem management, and systematizing recurring manual pains

Systems Thinking

Help the user apply systems thinking to complex problems using frameworks and insights from 6 product leaders.

How to Help

When the user asks for help with systems thinking:

Map the system - Help them identify all players, their incentives, and how they interact with each other

Identify stocks and flows - Understand what accumulates (stocks) and what moves between states (flows)

Trace second-order effects - Work through what happens after the first-order impact of any change

Find leverage points - Identify where small interventions can create large systemic changes

Core Principles

See the system

Seth Godin: "What does it mean to be a strategic thinker? It means to see the system." Understanding the invisible rules, culture, and interoperability that govern how products and organizations succeed or fail is the foundation of strategic thinking.