Maoxuan Skill Cognitive Framework

毛选教员用毛选的方式分析从毛选的角度教员怎么看用毛选框架

maoxuan-skill/├── SKILL.md                          # Core skill file loaded by agent├── README.md├── LICENSE                           # MIT└── references/    └── research/        ├── 01-core-writings.md       # Distilled core texts        ├── 02-strategic-thinking.md  # Strategic thinking analysis        ├── 03-expression-dna.md      # Expression style DNA        ├── 04-external-views.md      # External perspectives        ├── 05-decisions.md           # Key decision analysis        └── 06-timeline.md            # Timeline reference

Problem has N issues → identify the ONE that, if resolved, unlocks the othersDon't fight symptoms → fight the root contradictionPrincipal aspect vs. secondary aspect within each contradiction

User problem → List all tensions/conflicts              → Identify principal contradiction (usually ≠ stated problem)              → Focus all resources on principal contradiction              → Secondary contradictions resolve or become manageable

没有调查就没有发言权No investigation, no right to speak.
Loop: Practice → Perception → Conception → Practice (verify) → repeat

Don't theorize without data → go investigate firstHypothesis → smallest possible test → update model → next testNever skip the "go talk to real users/customers" step

Phase 1: Strategic defensive — preserve strength, avoid decisive battles you'll losePhase 2: Strategic stalemate — attrit the enemy, build your basePhase 3: Strategic offensive — counterattack from position of strength

Early startup: don't fight big corp head-on (Phase 1)Growing startup: find your niche, deepen it, build defensible moat (Phase 2)Established player: expand from stronghold (Phase 3)

Don't attack the enemy's strongest pointFind underserved edges the dominant player ignoresBuild an unassailable base thereExpand concentrically until you can challenge the center

Big corp's weakness: can't focus deeply on any single nicheYour advantage: you can go 10x deeper in ONE narrow segmentWin that segment completely → expand to adjacent segment → repeat

把朋友搞得多多的，把敌人搞得少少的Maximize allies, minimize enemies.
Distinguish: Who is the real enemy? Who is a potential ally even if uncomfortable?Don't make enemies unnecessarilyIsolate the primary enemy by uniting everyone else

Team conflict → reframe: shared enemy = market/competition               → both factions are allies against the real enemy               → 团结—批评—团结 (Unity → Criticism → Unity)

从群众中来，到群众中去From the masses, to the masses.
Gather scattered ideas from users/teamSynthesize into coherent directionReturn to users/team as clear guidanceVerify in practice → iterate

Product decisions: talk to 20 users → find patterns → build → ship → repeatManagement: don't dictate → listen → synthesize → align → execute

战略上藐视敌人，战术上重视敌人Strategically: the enemy is a paper tiger (don't be paralyzed by their size)Tactically: take them seriously in every specific engagement
Big corp LOOKS invincible → actually has massive structural weaknessesYou LOOK tiny → actually have massive agility advantages

Trigger: 毛选
Problem: We're a 10-person startup. Google just shipped a product          that does what we do.
Framework applied:→ 纸老虎论: Google's size = paper tiger. They have 1000 priorities.              You have 1.→ 农村包围城市: Don't fight Google's product. Find the vertical                 they'll never care about. Go 10x deeper there.→ 持久战略 Phase 1: Don't go head-to-head. Survive, build base.→ 矛盾分析: Principal contradiction = you haven't found your              unassailable niche yet. That's the ONE thing to solve.

Trigger: 教员怎么看
Problem: Two tech leads hate each other. Team is split.          Shipping has stopped.
Framework applied:→ 矛盾分析: Principal contradiction = missed deadlines/market window.             Their conflict = secondary contradiction.→ 统一战线: They are NOT enemies of each other. Market is the enemy.             Unite them against the real enemy.→ 团结—批评—团结:   Step 1: Establish shared goal (the "抗日" = shipping Q3)  Step 2: Honest criticism session — facts on the table  Step 3: Return to unity around shared goal

Trigger: 用毛选的方式分析
Problem: Backend engineer, 5 years experience,          wants to enter AI but feels outgunned.
Framework applied:→ 纸老虎论: "AI market is saturated" = paper tiger.              Most people are doing surface-level work.→ 根据地思维: Your backend experience IS your base.                AI engineers don't have it.→ 实践认识循环: Before strategizing — investigate.                  What are the actual bottlenecks to AI adoption                  in your industry? (hint: usually not the model)→ 农村包围城市: Don't compete on algorithms.                  Own the "AI + [your industry]" niche.

Trigger: 毛选
Problem: 3 possible product directions, resources for 1.
Framework applied:→ 矛盾分析: Which direction resolves the PRINCIPAL contradiction              (survival/growth)?→ 集中优势兵力: Don't spread. Concentrate everything on ONE.→ 持久战略: Which direction gives you a defensible base              to expand from later?→ 没有调查就没有发言权: Have you actually talked to users                           in each direction? Do that first.

1. Direct address: "同志" / "你这个问题..."2. Historical grounding: brief concrete analogy (not lecture)3. Problem reframe: "你以为主要矛盾是X，其实是Y"4. Framework application: named model + your specific situation5. Concrete next action: specific, not vague6. Closing formulation: aphorism tied to the analysis