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Writing, research, projects, and photos around “Thinking”.
A hands-on companion to the Five Lenses method: four scenarios — interview, promotion, reporting, and cross-team collaboration — show how to apply the structured tools and the Five Lenses to real problems.
Part of the column “Thinking Practice” · Chapter 4
A framework paper that advances structured thinking from the generic expression of "conclusion first, mutually exclusive and collectively exhaustive" into a four-stage problem-location method — Structure → Surface connections → Infer root problem → Find solution — with the causal, duality, dialectical, position, and interest lenses at its core, offering a testable training protocol and its boundaries of use.
Read summaryStarting from saying 1, 2, 3 clearly, practice listening, restating, answering, and self-review, so that messy information gains an actionable structure.
Part of the column “Thinking Practice” · Chapter 2
When facing a long list of tasks, problems, and opinions, first define the standard of judgment, then find the few things that truly rank at the top.
Part of the column “Thinking Practice” · Chapter 1
A good question is not a clever way of asking, but turning a vague sense of discomfort into something verifiable, discussable, and actionable; this is a set of daily exercises for work, learning, and review.
Part of the column “Thinking Practice” · Chapter 3
Structure isn't about applying a template; it's about making problems, evidence, trade-offs, and decisions checkable by others. A ready-to-use training and questioning checklist.
Part of the column “One-on-One Conversations” · Chapter 7