People make decisions all the time, from food, clothing, housing and transportation to finding a job, starting a business, finding a partner, buying a house and so on. What do you think of these times, such as you want to buy a mask, how to choose the right mask, what are the standards of masks, and what are the protection levels of different standards? In what scene do you need to use a mask that suits you? What is the style and model? On which platform did you buy it? What brand do you buy?

For example, if you want to buy a house, you want to know how many industries are listed around you, and what percentage of people in the company have high salaries? Is the location of this house conducive to children's education? What is the corresponding school district? Are the houses in this community brand-new or old-fashioned small houses? How to buy? Is it for home occupation or investment?

You may feel vaguely that you are not only making decisions based on rational reasoning, but also based on some more basic things, which give you an intuition about how things work and make you more aware of how you think and how to stick to or change your ideas.

There is a popular saying about these low-level things: framework. As the name implies, the frame is the architectural frame on the shelf, which helps you improve the efficiency of building a house. The framework of software engineering helps you improve the efficiency of developing software. There is also a cognitive framework. Cognitive framework is the bottom shelf to help us make choices and judgments. Masters have their own framework for doing things. With our own framework, we can correctly define and design strategies on unknown problems, lock in the essence of the problems and make efficient decisions. Frame thinking will teach you how to build a frame.

This book was jointly created by three industry leaders, one of whom is Schoenberg, the well-known father of big data, and a senior editor of French magazine? Kenneth Cookeye and Francis Devisiku, professors of legal management, focus on research fields such as decision-making, models and data.

A basic element of this framework is causality. Why can the world be predicted? Because you look at the world with causality, in short, we can infer the result from the cause. We can predict the possible consequences of every decision before taking action, so as to constantly revise and optimize our action plan.

Humans are born with some knowledge about the causal relationship in the world. Even babies know that falling objects will fall vertically, and human beings will naturally sum up the causal relationship from experience.

So how to think better with causal template, first of all, we should have the consciousness of causal template, and then we should know how to use it when thinking about problems. You can stop and ask yourself why. How can I explain it? Is that correct?

The second basic element of the framework is. Counterfactual thinking. It means that the human brain has the ability to simulate. Before acting, it will simulate the environment, think about possible situations, and then judge whether or how to act, so as to avoid hurting its own behavior.

Counterfactual thinking is goal-oriented and a supplement to causality. It can make us better causal thinkers. When you see more possibilities, your vision will be broadened instead of stuck in the mire. The way we interact with counterfactual makes it work for us. It is easier to imagine things that don't exist than to think about them purely conceptually. At the same time, counterfactual thinking gives people a sense of mission, which can help us turn from understanding to action and from the scene to decision-making.

Constraints are the third element in building a framework. Why do you want to restrain? Because human imagination is endless, you can imagine countless realities that have nothing to do with the British mental model, but whether they are of reference value to your actions or not, appropriate constraints can enable us to give full play to our imagination reasonably, effectively release our creativity, and provide correct guidance for decision-making and action.

In a sense, restraint is actually releasing freedom rather than binding hands and feet. First of all, you should know that every framework has soft constraints and hard constraints. Soft constraints are flexible components that can only be adjusted with considerable efforts. Hard constraints are fixed, and unacceptable and inviolable hard constraints are the core of mental models. Ignoring them means giving up the framework itself.

Therefore, when you choose the constraints of counterfactual thinking, you must first ensure that you keep those hard constraints, and when you choose soft constraints, you can have variability, minimal variability and consistency.

With constraints, you can decide the development of decision-making and the construction of action framework, and turn from cognitive category to crucial action. So far, you have understood these three kinds of bottom thinking. Have you found out how the framework works?

Frame endows us with cognitive ability. (Because of the law of causality) and the ability to act (through counterfactual thinking) also ensure that our understanding and action are meaningful. (through appropriate constraints. )

What if the current framework can't meet the demand? Then it is necessary to rebuild. The more diverse the framework, the more you can find different viewpoints, actively embrace variables and adapt to changes in the environment.

So when you have the above three kinds of thinking, you can see the world better and solve problems with better actions.