[Omnidirectional Thinking Technique Psychology] Wisdom Note (Ver.neo) Principal Quest

─Principal Quest─

36 Patterns for Principle Exploration

Here, we will list patterns for seeking the principles contained within things, breaking them down into applicable formats, and connecting them to subsequent cases.

01. Six-Item Pattern
Fit the answer into the framework of: for what purpose, when, where, who, what, how, and what happened (or what will happen). If it is an inference, seek the 'for what purpose'; if it is a creation, seek the 'how'; if it is an event evaluation, fill in all items.

02. Archetype Seeking Pattern
Line up events and extract common items. Lay out multiple event progressions horizontally, divide them vertically, compare them, and extract parts where commonalities are found at turning points or points of transformation.

03. Requirement Seeking Pattern
Determine the objective and fill in the conditions necessary to achieve it. List the conditions required to achieve the objective regardless of quantity, and then refine concrete plans to satisfy them.

04. Decomposition Pattern
Break down large events or problems into smaller elements. Break them down until the unit of action is a 'size that can be moved in one move,' making it visible where to start.

05. Recombination Pattern
Reassemble the elements once decomposed using different criteria or axes. By changing the arrangement of the same parts, you can create new structures or solutions.

06. Contrast Pattern
Line up two or more events, plans, or people to intentionally bring out differences and commonalities. Extract strengths, weaknesses, and selection points from the direction of the differences.

07. Reverse Calculation Pattern
Decide first how you want things to be in the end, and then trace the stages back to the present. At each stage, fill in 'what needs to be prepared one step before that'.

08. Bird's-Eye View Pattern
View the positional relationship and flow of the entire event from a step back at a high vantage point. Without being buried in individual problems, raise to your consciousness 'which part of the overall picture am I looking at now'.

09. Layer Grasping Pattern
View a single event by dividing it into layers such as individual, organization, society, and history. By separating which layer the same problem is occurring in, you ensure you do not choose the wrong solution.

10. Chronological Pattern
Arrange events in chronological order to organize the sequence and the purpose of each phase. Clarify when things happen, what is decided at that point, and what remains undecided.

11. Ripple Effect Pattern
Track where and to what extent a single choice or event will ripple. Anticipate not only primary effects but also secondary and tertiary effects, catching future repercussions in advance.

12. Boundary Pattern
Find the boundary of where that idea or means is 'effective up to, and where it breaks down from.' Draw the range where it works and where it does not work in advance to prevent abuse and overconfidence.

13. Exception Pattern
Intentionally collect only 'strange cases' where general rules or patterns do not apply. Search for conditions common to exceptions and redraw the 'lines to protect' and 'lines that can be removed'.

14. Hypothesis Testing Pattern
First, verbalize the hypothesis in one line, then decide on the observations or experiments necessary to break that hypothesis. Instead of relying on intuition, calmly judge whether to strengthen or discard the hypothesis based on the results.

15. Motivation Pattern
Identify the trigger that sets things in motion. Prepare desirable triggers intentionally and crush undesirable triggers in advance to set up the environment.

16. Bottleneck Pattern
Find the single point that is slowing down the overall progress the most. By improving or bypassing that point, you can raise the overall efficiency and results collectively.

17. Permutation Pattern
Reorder what needs to be done and what is happening based on axes such as importance and urgency. Rationally decide 'what to start with at this very moment' to prevent the order from being reversed by emotions.

18. Resource-Based
Design how to allocate limited resources such as time, physical strength, money, and manpower. Acknowledge that it is impossible to give 100% to everything, and consciously choose the allocation ratio.

19. Deployment-Based
Clearly define the roles that each participant should take on and clarify 'who holds what.' Adjust for imbalances or gaps while considering the balance of ability, workload, and responsibility.

20. Stakeholder-Based
Identify the people and organizations involved directly or indirectly, and organize their interests, emotions, and positions. Visualize 'who supports what and who opposes what,' and determine the order for groundwork and explanations.

21. Trade-off-Based
List relationships where prioritizing one thing causes another to decline. Draw a line in advance regarding what can be sacrificed to what extent before beginning adjustments.

22. Threshold-Based
Determine the boundary values or states where 'this is acceptable, but stop immediately if this is exceeded.' Do not proceed while things are ambiguous; ensure that actions automatically switch the moment the line is crossed.

23. Scenario-Based
Instead of a single vision of the future, prepare several branching scenarios. Draw out paths in advance—if A happens, do this; if B happens, do that—to reduce the burden of decision-making on the day.

24. Prototyping-Based
Instead of creating a perfect version immediately, first create a small, rough form that can be tested and put into motion. Identify areas for improvement after touching the actual object to ensure it doesn't end as 'armchair theory'.

25. Feedback-Based
Consciously design a loop of execution, results, review, and correction. Do not just leave things as they are; decide in advance 'at what timing and what to review'.

26. Pattern-Based
Give names to events that repeat frequently in daily life and set them aside as patterns. By becoming able to notice 'this is happening again,' switch from ad-hoc responses to pattern-based responses.

27. Switching-Based
Intentionally switch your thinking mode (emotion-priority, logic-priority, safety-check, offensive, etc.). Confirm 'Is it okay to think in the current mode?' before making a judgment.

28. Perspective-Based
Rewrite the same event from the perspectives of yourself, the other party, a third party, your future self, etc. By seeing how the evaluation changes with each perspective, avoid self-centered conclusions.

29. Constraint-Based
Treat constraints such as 'no time,' 'few people,' or 'no budget' not as mere negatives, but as hints for ideas. Work backward to find a form that is possible precisely because of these constraints.

30. Worst-Case-Based
Daringly depict the worst-case scenario in detail and identify what would be a fatal blow in that situation. Then, take measures in advance to 'prevent at least that'.

31. Minimum-Viable-Based
Instead of an ideal image, decide on the minimum line where 'if I can do this much, it is a pass for this time.' Set the hurdle at a realistic height to block perfectionism that prevents you from starting.

32. Cost-Benefit-Based
Estimate what you gain and lose with this choice from the perspectives of time, physical strength, emotion, and money. Re-evaluate whether it is 'worth it' as a balance sheet rather than a feeling.

33. Sustainability-Based
Evaluate whether the design is something that can be continued not just today, but for a month or a year. Prioritize a rhythm that won't break when continued, rather than instantaneous maximum wind speed.

34. Scale-Based
View the same problem by changing the scale: individual level, family level, workplace level, and social level. Assuming that the correct answer changes if the scale changes, decide at which scale to solve it.

35. Meta-Cognitive-Based
Instead of the content in front of you, look at 'what kind of thinking method am I using now.' Observe your own thinking habits and patterns, and switch to another type if necessary.

36. Log-Based
Briefly record judgments, actions, and the premises or hesitations at that time. By looking back later, cultivate your own collection of case studies and principles to increase the accuracy of the next judgment.

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