This is the productized deliverable of the whole notebook: 60 algorithms distilled from 16 sandboxes, grouped by use scenario into 7 groups. How to use: First locate your scenario with the decision tree below, then flip to the corresponding group to find the entry. Each is written as “trigger signal → action,” usable directly as a checklist.
Seeing a person / a team "off"
│
├─ He's retreating, silent, "I can't" → Group 1 Attribution & Spiral
├─ He's attacking, nitpicking, defensively rebutting → Group 2 Ego & Identity
├─ He's accusing you "you're hurting me" → Group 3 Trust
├─ He's saying "I don't belong here" → Group 4 Belonging & Group
├─ Not just one person / it's a systemic issue → Group 5 Institution & Accountability
├─ You want to change group norms / culture / institutional metaphor → Group 7 Norms·Purpose·Institution·Sustain
└─ Someone violated / you're about to punish → Group 6 Violation, Punishment & Repair
Before acting, pass the "Three Don'ts":
🚫 Don't ask him to "fit in" (implies he's currently abnormal)
🚫 Don't hand out cheap sympathy ("it's fine" / "just skip it")
🚫 Don't sign any agreement that can't be made public (side letter = time bomb)
| # | Trigger signal | Action | Source |
|---|---|---|---|
| 1 | Before trying to change someone’s behavior | Diagnose the “narrative virus”: what tragic story is he telling himself right now? | T12 |
| 2 | When you want to rebut his story | Find the “Archimedes lever”: don’t rebut the story; take one vague objective fact and give it a brand-new, status-raising meaning | T12 |
| 3 | When you want to say “I believe in you” | Create “behavioral evidence,” not verbal promises: give one tiny instruction that only makes sense under the “new narrative” | T12 |
| 4 | He says “I quit” | Allow bottoming out: reply “okay, I understand,” let the emotional gravitational potential release fully first | T01 |
| 5 | When you want to say “this is for your future” | Strip the meaning: instead say “this takes 15 minutes, get it done and we’re square” | T01 |
| 6 | He’s completely frozen | Create a threat-free micro-loop: step in yourself, lower difficulty to where he can just reach it on tiptoe | T01 |
| 7 | The team starts personally attacking each other | Cut Ego from Output: write on the whiteboard “what’s being scolded is Product V1.0, not my personality” | T02 |
| 8 | Everyone’s afraid to name the worst outcome | Launch the bottoming-out narrative: proactively admit the worst outcome — you can’t lose what you no longer have | T02 |
| 9 | Someone says “good/bad/trash/over” | Vague qualifier, extreme quantify: turn “users think we’re trash” → “go collect 100 specific complaints” | T02 |
| # | Trigger signal | Action | Source |
|---|---|---|---|
| 10 | Someone stuck with an unshakable negative label | Purify the positive motive behind the negative behavior: loves to argue → cares about detail; procrastinates → pursues perfection, fears error | T03 |
| 11 | When you want to praise “actually you’re quite careful” | Mint a noun-amulet: say “you’re the team’s ‘risk defender’” — nouns lock behavior, adjectives don’t | T03 |
| 12 | He just accepted a new identity | Build scaffolding fitting the persona: immediately give one minimal action completable under the new identity; once behavior happens, identity solidifies | T03 |
| 13 | When you want to say “it’s fine, just skip it” | Block sympathy (No Pity): cut off all retreats that lower the target’s standard — lowering the bar is the most thorough contempt | T04 |
| 14 | He’s attacking people around him indiscriminately | Identity flip (Role Reversal): find an area unrelated to his current frustration, hand him a problem only he can solve | T04 |
| 15 | He’s stubborn but actually wants to give up inside | Trigger the advocate effect: create a chance for him to explain “how to face failure” to someone more junior — let him convince his own brain with his own mouth | T04 |
| # | Trigger signal | Action | Source |
|---|---|---|---|
| 16 | When you want to say “listen to my explanation” | Freeze self-defense: bite through your teeth, never explain, never justify, never swear — self-defense is handing over the verdict | T05 |
| 17 | He pins a moral label on you | Claim the label voluntarily: calmly accept the worst verdict (“yes, I’m selfish”), depriving him of the excuse to fire from the moral high ground | T05 |
| 18 | Both sides stuck in present interest struggle | Fast-forward to 24 hours after destruction: “even if you destroy me, how do you plan to clean up this mess at 9am tomorrow?” | T05 |
| 19 | When you want to repair the relationship | Construct the physical obstacle of betrayal: don’t repair feelings, repair structure — bring out a mutually-checking contract or objective process | T05 |
| # | Trigger signal | Action | Source |
|---|---|---|---|
| 20 | When you want to say “chat more with everyone, fit in” | Strictly forbid “fit in”: this sentence equals implying “you are currently abnormal” | T06 |
| 21 | Newcomer’s background clashes with the team | Refine a specificity-function label: “external background” → “scarce-blind-spot scavenger”; “set in his ways” → “engineering-stability moat” | T06 |
| 22 | When you want to organize an ice-breaking team-build | Create a physical-level shared crisis: drop both sides into a tight-deadline, resource-scarce, all-accountable high-pressure closed-loop task | T06 |
| 23 | Team arguing about culture and values | Monetize the assessment outcome: downgrade the metaphysical debate into quantifiable output and real money, cooling tribal instinct with economic rationality | T06 |
| # | Trigger signal | Action | Source |
|---|---|---|---|
| 24 | When writing “one violates, all punished” | Remove collective punishment, atomize responsibility: one person’s error reviews only his independent node — collective punishment produces no oversight, only a silent alliance | T07 |
| 25 | When designing an approval process | Check whether it transmits a malicious-prevention expectation: reimbursing 50 yuan needing 4 sign-offs = the subtext “we assume you’re all thieves” | T07 |
| 26 | When punishing a violator | Cut the violation in half: behavior responsibility (means crossed the line, pay proportional cost) + structural flaw (public retrospective and revise the underlying rule) | T07 |
| 27 | Punishment decision issued | Provide a shame-free repair path: give an objective action to re-earn trust, never let him “might as well rot to the bottom” | T07 |
| 28 | Process has “peer mutual sign-off” | Uproot the horizontal veto: downgrade peer approval to “notify/cc,” consolidate adjudication vertically | T08 |
| 29 | A project has no one truly responsible | Lock a single lead attacker: publicly assign the breakthrough core, bind project success/failure to his fate | T08 |
| 30 | Bonus pool about to be split equally | Build asymmetric incentive exposure: 70% of excess reward clearly priced to the lead team, forbid the big-pot meal | T08 |
| 31 | Old-guard forces passively resisting | Encapsulate the defender’s specificity-value: define as “disaster interceptor” — only finds fatal bugs, doesn’t interfere with forward direction | T08 |
| # | Trigger signal | Action | Source |
|---|---|---|---|
| 32 | Someone holds exclusive power to judge others’ life/death | Physically cut the ransom surface: switch to multi-node rotation or objective-system judgment, first remove the knife from his hand | T09 |
| 33 | You’ve driven a capable person all the way to the bottom | Bore a legal escape hatch through the extreme: alongside public punishment, openly price a narrow door of “extraordinary delivery for extraordinary return” | T09 |
| 34 | Fixed “pairs” form in the team | Introduce dynamic randomness: break fixed partners in assessment, review, and task assignment to prevent micro-interest alliances | T09 |
| 35 | Someone on the verge of losing control | Implement ultra-short-cycle feedback: compress feedback cycle from quarter/month to 24–48h, swapping continuous micro-successes for the victim narrative | T09 |
| 36 | Someone brings a private agreement for you to sign | Strictly forbid side letters: anything that can’t be brought before the board / auditor / notary, don’t sign | T10 |
| 37 | A hero commits a great merit and also a great blunder | Three-layer cut of motive / behavior / result: motive gets public affirmation, behavior gets process accountability, result gets long-term gain sharing | T10 |
| 38 | A compliance incident has already happened | Self-report disclosure before the whistle: proactive disclosure + remediation loop = improved risk control; external exposure = systemic fraud | T10 |
| 39 | Someone “violates to help the company jump-start” and gets credit | Build a physical circuit-breaker for process overreach: move approval power from human discretion to the system’s tamper-evident log | T10 |
| 40 | Meeting starts showing “betrayal/bureaucracy/selfish” | Strip moral qualifiers: ban moral vocabulary, lock the debate to objective physical metrics | T11 |
| 41 | Internal scandal about to spill out | Dual-track narrative wrap: external = controlled boundary stress-test; internal = ultimate acceptance stage for top results | T11 |
| 42 | Core hero throws in the towel | Build a lossless, dignified off-ramp: cover local grievance with a higher strategic mission, never force public apology | T11 |
| 43 | You’re using “special approval” to handle gray zones | Institutionalize the gray zone: within 7 days turn it into a written-rule innovation sandbox, replacing manager arbitrariness | T11 |
| # | Trigger signal | Action | Source |
|---|---|---|---|
| 44 | Want to issue a top-down “mind your balance” ban | Measure & publish the private belief gap: anonymously ask “do you privately wish to end ineffective communication,” use an overwhelming percentage to break the silence spiral | T13 |
| 45 | Want to say “only a few do it now” | Always advertise the rate of change: use dynamic verbs “teams adopting the new practice double every week,” never static statements | T13 |
| 46 | Inevitable fire-fighting exceptions occur | Build an exception emergency sandbox: give economic reward but blame “logistics scheduling flaw,” move into a dedicated channel to avoid polluting the daily norm | T13 |
| 47 | Off-hours internal communication floods | Change the default architecture: all off-hours communication defaults to next business morning; changing default > preaching 100 times | T13 |
| 48 | Want to motivate the team with a “Tech for Good” banner | Ban binary preaching: strictly forbid pure-saint slogans, and forbid “stop pretending, it’s just for money” pure mercenary | T14 |
| 49 | Dull action disconnected from human meaning | Anchor micro-action to macro-impact: make the action concrete — “these 10 lines of code decide whether next week’s line worker gets smashed by the robotic arm” | T14 |
| 50 | Frontline wants to concede over quality | Grant frontline quality veto: publicly allow hitting the brakes for quality; only when a lead tolerates short-term schedule delay does the sacred take root | T14 |
| 51 | After breakthrough the team gets only spiritual recognition | Noble mission and interest cash out symmetrically: give irreversible real settlement in option pool / rank / profit share; use sacredness to summon the soul, use real money to defend dignity | T14 |
| 52 | Space / institution transmitting a “guard-against-thieves” metaphor | Strip physical assimilation symbols: remove surveillance gates / privilege offices, replace threatening approval wording with objective procedure descriptions | T15 |
| 53 | HQ bureaucracy manual slammed in creators’ faces | Build a low-friction one-way interface: appoint a single interface person to translate-wrap finance / legal / admin processes, forbid functional departments from confronting creators directly | T15 |
| 54 | Want to demand the acquired team “fit into the culture” | Lock asymmetric contract boundaries: give up the definition right over their culture, but lock external compliance bottom-line and milestone-delivery accountability | T15 |
| 55 | Protest symbols appear (sculpture / banner) | Appropriate as a system self-reflection radar: never violently dismantle in shame, convert to neutral reminder “no bureaucratic suffocation, no slack-off either” | T15 |
| 56 | Want to force-promote one methodology company-wide | Lock critical recipient windows: inject only when an individual hits new-hire / consecutive-setback / promotion-stuck moments, reject full-scale flood irrigation | T16 |
| 57 | New belief lacks objective-interest support | Physically retrofit environmental affordance: first change the objective interest and resistance chain (e.g., give back-office 5% revenue share), don’t grow crops with psychology on saline-alkali land | T16 |
| 58 | Pioneer team attacked as a privilege class | Grant a legitimate “mine-probe” label: publicly state it’s a test group bearing the cost of failure, pulling out the whole org’s jealousy antenna | T16 |
| 59 | After pilot runs, need scale diffusion | Dynamic rolling generational mentoring: 30→30+20→500, pioneer mentors 1 newcomer through a minimal loop (saying-is-believing) as acceptance | T16 |
| 60 | Macro climate frozen, lagging indicators fail | Set up a micro-observability dashboard: downgrade delivery indicators into micro behavioral causal indicators, letting the harsh winter keep secreting self-sustaining dopamine | T16 |