Master, how do you think through problems? (Depth) Many brothers watching 'Flowers' envy Baozong for always being able to strike the right rhythm in chaotic situations. What no one has ever said is that Mr. Bao never relies on gambling on luck. Every decision he makes has a clear thinking structure: first set goals, then break down conditions, then find a path, and finally leave room for later. Ordinary people only see courage and cannot see the thinking behind it. Most people have a deep misconception about structured thinking, thinking that it is the exclusive tool of workplace elites, used to solve complex projects and problems. But the truth is exactly the opposite. The real 'big things' that ordinary people encounter in their lives are very rare, and what sets the gap is only the small things that happen day after day. How you arrange your time, communicate with people, make choices, and handle unexpected situations, all of these things rely on intuition and habits, and you will repeat them at a low level for the rest of your life. The essence of structured thinking is to provide your brain with a fixed thought process, allowing you to quickly sort out order from chaos when encountering anything, avoiding detours and pitfalls. Next, we will break down the seven core steps, each of which can be directly implemented. 01 Clarify the issue Don't be too busy solving problems First, confirm that you are solving the correct problem In cognitive psychology, there is a concept called problem representation bias, which means that the first reaction of most people when they receive a problem is to find the answer, rather than defining the problem first. People always treat surface issues as core problems, and only when they are exhausted do they realize that their efforts are all in the wrong direction. The first principle of McKinsey's project management is always to 'define the problem first'. Many customers come knocking on their doors, saying that their problem is a "decline in sales", but if they dig deeper, some are due to product aging, some are due to low channel efficiency, and some are due to poor team execution. If you come up with a sales plan, no matter how good it is, it's useless. Most people's efforts are wasted on answering the wrong question correctly. The core of clarifying a problem is to ask a few more 'why exactly is this?'. For example, if the leader says that your report is not done well, instead of immediately changing the PPT, you should first clarify whether it is due to logical confusion, lack of emphasis on key points, or not meeting his expectations. If you find the right question, the answer is hidden inside. 02 classified information Remove scattered fragments Return to its rightful place The chunking principle of cognitive science tells us that the human brain's short-term memory can only accommodate 7 ± 2 units of information. The more unclassified information there is, the more chaotic the brain becomes, and the less able it is to engage in deep thinking. Investors at Sequoia Capital always categorize information into three types when looking at projects: unshakable facts, unverified assumptions, and subjective judgments. Many entrepreneurs talk about projects, treating their viewpoints as facts and emotions as a basis, which investors can see through at a glance. Without classification of information, thinking becomes a mess. When encountering anything, first list all the information you know and then divide it into three categories: "facts, hypotheses, and guesses". Use facts directly, verify hypotheses, and set aside speculations for now. After completing this step, you will find that what was originally chaotic becomes instantly clear in half. 03 framework construction Give your thoughts Build a load-bearing framework There is a core viewpoint in systems theory: structure determines function. The same elements but different structures can result in vastly different outcomes. Just like graphite and diamond, the same carbon atoms have different structures but vastly different hardness. In "The Way of Heaven," Ding Yuanying does poverty alleviation in Wangmiao Village, not by throwing money at work immediately, but by setting up the entire framework: farmers do production, companies do branding, channels rely on exhibitions, and laws leave a firewall. Each link plays its own role, only then can a seemingly impossible thing be accomplished. Ordinary people do things step by step; A skilled worker sets up a framework before filling in the content. A framework is not a box that binds you, it supports the bottom of your thinking. The simplest way to build a framework without pursuing complexity is to "find dimensions". For example, analyzing something can be done from three dimensions: "people, things, and events", three time points: "past, present, and future", and four quadrants: "strengths, weaknesses, opportunities, and risks". With a framework, information won't wander aimlessly. 04 Logical verification Your conclusion To withstand reverse scrutiny The principle of falsification in logic states that if a conclusion cannot be falsified, it has no meaning in itself. A truly reliable conclusion must withstand scrutiny from both sides. McKinsey has a rule when it comes to projects: after reaching a preliminary conclusion, one must make a "devil's defense": assuming that the conclusion is wrong, what evidence can we find? Many seemingly perfect solutions are riddled with loopholes when reverse verified. A conclusion that cannot withstand scrutiny, no matter how beautiful it is, is still a castle in the air. The flaw of many people's thinking is to first come to a conclusion and then find evidence to support themselves. This can easily lead to self deception. The correct approach is to come to a conclusion and then ask yourself in reverse: if the reverse holds true? Are there any exceptions? What key factors were missed? Ask a few more why questions in order to filter out both luck and loopholes. 05 Formulate a conclusion Conclusion without action direction It's all nonsense In decision science, there is a standard called action compatibility, where a good conclusion must be directly translated into concrete actions. We cannot be ambiguous or vague, otherwise it will only be correct nonsense. The Sequoia investment project has an iron rule that the final conclusion can only be "invest" or "not invest", and there is absolutely no option for "observe again". 'Take another look' is essentially evading decision-making, wasting time and missing the window. The conclusion that cannot be implemented is essentially correct nonsense. Many people analyze a bunch and come to the conclusion of 'work hard' and 'be cautious', which is equivalent to not saying anything. The true conclusion must be clear about 'who, when, what to do, and what standards to achieve'. The more specific, the more powerful. The ultimate goal of thinking is always action, not ideas. 06 Structural expression What you said It's the way you think in the eyes of others The cognitive load theory suggests that when the human brain receives information, structured content has a memory efficiency six times higher than fragmented content. No matter how clearly you think, if your expression is not structured and others cannot receive it, your thinking is equivalent to having no value. When reporting work, some people say they can't get to the point in half a day, while others say, 'I'll talk about three points, first... second... third...' The latter is always easier to gain recognition. It's not that the latter has stronger abilities, it's his expression structure that reduces the cost of understanding for others. The boundary of expression is the boundary of others' perception of your abilities. The core of structured expression is' conclusion first, then argument '. First, present your core viewpoint and then elaborate on the supporting reasons. Don't lay the groundwork, don't take any detours, and don't let others guess. Only when others understand can your thinking be valuable. 07 Execute iteration Structure is not dead The more you use it, the more lively it becomes The feedback loop principle in control theory tells us that any system requires continuous feedback and adjustment to maintain stability and evolution. Structured thinking is not a one-time solution, it's not about building a framework and everything will be fine. Iteration of Internet products is always a cycle of "minimum version online collection of data feedback optimization and adjustment online again". No one can come up with a perfect solution in one go, it's all about constantly revising the structure during execution. Structuring is not a one-time solution, it is about making every progress traceable. Many people believe that using structured methods requires a one-step approach, and if they cannot do it well, they will deny themselves. Actually, it's not. You first build a preliminary framework, encounter problems during execution, and then go back to adjust your structure, supplement your information, and revise your conclusions. With each step, your thinking system is perfected. In conclusion Ultimately, structured thinking is not a profound discipline, but a set of thought processes that help you avoid detours. It won't make you rich overnight, it won't make you counterattack immediately, but it will give you direction for every effort, basis for every decision, and growth for every mistake. At the end of the day, life is built from one thing at a time. You think about the structure of every small thing, and over time, you naturally run out of your own rhythm. If you want to systematically understand the origins and practical applications of this methodology, I have specifically compiled the 'Think Like McKinsey' series. It will break down the problems accumulated in 15 years of consulting and investment career, including decision-making framework, business expression, project promotion, and other complete methods, one by one, into practical actions that can be implemented. Don't be superstitious about the aura of elites, all top-level thinking is essentially replicable.