Thinkers' principles

Official · updated Nov 4, 2026 · v1.0.1

Weighs a team's views on one decision by each person's track record and reasoning on that question, compares it with the majority, and writes the criteria down as a reusable principle.

When to use it

• A team is split on a decision, or a senior voice decides by default
• The same kind of decision keeps being argued from scratch

What you give it

• The decision and who is responsible
• Each person's view, reasoning and confidence
• Track record on this type of decision
• Any existing principle for this type

What you get

A views table with believability on this question, plain and weighted counts, the responsible person's call with reasons, a principle for next time, and a short team note.

Changelog

• v1.0.1 · Nov 4, 2026 · Example output now opens with the attribution and not-affiliated lines, as the skill's own checks require.
• v1.0.0 · Nov 4, 2026 · First release.

Sources

1. Use principles. - principles.com (2026-11-04)
2. Be clear on whether you are arguing or seeking to understand (believability defined) - principles.com (2026-11-04)
3. Remember that believable opinions are most likely to come from people who... - principles.com (2026-11-04)
4. Use believability weighting as a tool rather than a substitute for decision making by Responsible Parties - principles.com (2026-11-04)
5. Be radically transparent. - principles.com (2026-11-04)
6. How to build a company where the best ideas win, TED2017 transcript (2026-11-04)

Related skills

• Decision memo Writes a short narrative decision memo: recommendation first, context, options with trade-offs, risks, and the ask with a decider and deadline.
• Decision record (decision log entry) Records a decision as a short log entry: the decision, context, options considered, why, who decided, the date, status, and a revisit trigger.
• Team retrospective Runs a team retro from notes or a survey: themes, root causes with 5 whys, and 1 to 3 experiments with an owner and review date.
• 1:1 prep for managers Prepares a manager's 1:1: the report's agenda first, last time's commitments, one win, one SBI feedback, a growth question, and blockers.
• Team charter Drafts a team charter: mission, customers, what the team owns and doesn't, roles, working agreements, rituals, decisions, and metrics.

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