AI Prompts for Problem-Solving & Decision Making: 40+ Templates

TL;DR - Best AI Prompts for Problem-Solving & Decision Making

Looking for ready-to-use AI prompts for better thinking? This guide contains 40+ copy-paste prompts that work with ChatGPT, Claude, and Gemini. Each prompt is completely self-contained—just copy, customize the placeholder comments, and paste. For foundational prompting skills, see the Prompt Engineering Fundamentals guide.

What’s included:

• Problem Definition — Problem statements, scope definition, stakeholder mapping
• Root Cause Analysis — 5 Whys, Fishbone, Pareto analysis
• Decision Frameworks — Decision matrices, pros/cons, scenario planning
• Prioritization — Effort-impact, weighted scoring, Eisenhower matrix
• Risk Assessment — Risk identification, mitigation planning, contingency
• Critical Thinking — Assumption testing, devil’s advocate, bias checking
• Ideation — Brainstorming, creative problem-solving, option generation

💡 Pro tip: Every line starting with # REPLACE: is a placeholder. Replace these with your actual content before pasting into your AI assistant. For advanced prompting techniques, see the Advanced Prompt Engineering guide.

How to Use These Prompts

Each prompt below is ready to copy and paste. Here’s how they work:

1. Copy the entire prompt from the code block
2. Replace the placeholder comments (lines starting with # REPLACE:) with your actual content
3. Paste into ChatGPT, Claude, or your preferred AI
4. Get your result and iterate if needed

Example of customization:

# Before (placeholder):
# REPLACE: Describe the problem you're facing (e.g., "Customer churn has increased 25% in Q3")

# After (customized):
Our customer churn rate increased from 4% to 6.2% in Q3, primarily in the SMB segment.
We've lost 340 customers worth $2.1M ARR, with exit surveys citing "lack of features" and "poor support."

Problem Definition Prompts

Define the Problem Clearly

You are a problem-solving coach helping define a problem clearly before jumping to solutions. For AI agents that can help with complex problem-solving, see the [AI Agents guide](/tech-articles/ai-agents/).

=== THE SITUATION ===
What's happening: 
# REPLACE: Describe the current situation or issue you're facing
# Example: "Our website conversion rate has dropped from 3.2% to 2.1% over the past 3 months"

When it started: 
# REPLACE: When did this become a problem?

Who's affected: 
# REPLACE: Who is impacted by this problem?

=== CONTEXT ===
Business/Project: 
# REPLACE: Relevant background about your business or project

Recent changes: 
# REPLACE: What changed recently that might be relevant?
# Example: "We launched a new checkout flow in July, changed pricing in August"

Previous attempts: 
# REPLACE: What have you already tried?

=== DESIRED STATE ===
What success looks like: 
# REPLACE: What would "solved" look like?
# Example: "Return to 3.2% conversion rate or higher"

=== INSTRUCTIONS ===
Help me define this problem clearly. Provide:

1. PROBLEM STATEMENT
   A clear, concise problem statement in this format:
   "[Specific issue] is causing [measurable impact] for [who's affected], 
   as evidenced by [data/observation]."
   
   Write 3 versions: 
   - Technical/analytical version
   - Business impact version
   - Customer/user impact version

2. PROBLEM vs SYMPTOM CHECK
   | What You Described | Is it the Problem or a Symptom? | Why? |
   
   Help distinguish root issues from surface symptoms.

3. PROBLEM SCOPE
   - What is IN scope for solving?
   - What is OUT of scope?
   - What constraints exist?

4. PROBLEM DECOMPOSITION
   Break the problem into smaller, addressable components:
   - Component 1: [aspect]
   - Component 2: [aspect]
   - Component 3: [aspect]

5. KEY QUESTIONS TO ANSWER
   What questions must be answered to solve this problem?
   | Question | Why It Matters | How to Answer |

6. SUCCESS METRICS
   How will you know when the problem is solved?
   | Metric | Current | Target | How to Measure |

7. STAKEHOLDER IMPACT
   | Stakeholder | How Affected | What They Need | Priority |

8. PROBLEM REFRAMING
   Offer 2-3 alternative ways to frame this problem that might unlock different solutions.

9. WHAT SOLVING THIS ENABLES
   Why does solving this matter? What becomes possible?

10. RED FLAGS
    Any warning signs that the problem might be mis-defined or too narrow/broad?

Map Stakeholders and Interests

You are a stakeholder analyst helping understand who's involved in a decision or problem.

=== THE SITUATION ===
Decision/Problem: 
# REPLACE: What decision needs to be made or problem solved?
# Example: "Deciding whether to migrate from on-premise to cloud infrastructure"

=== KNOWN STAKEHOLDERS ===
# REPLACE: List stakeholders you've already identified
#
# Stakeholder 1: CTO (Sarah)
# - Role: Technology decision maker
# - Initial stance: Supportive of cloud migration
#
# Stakeholder 2: CFO (Mike)
# - Role: Budget approval
# - Initial stance: Concerned about costs
#
# Stakeholder 3: IT Operations Team
# - Role: Will implement and maintain
# - Initial stance: Mixed - excited but worried about job changes
#
# (Add more as needed)

=== CONTEXT ===
Organization: 
# REPLACE: Company size, culture, decision-making style

Timeline: 
# REPLACE: When does this decision need to be made?

=== INSTRUCTIONS ===
Create a comprehensive stakeholder analysis. Provide:

1. STAKEHOLDER IDENTIFICATION
   Beyond those listed, who else might be stakeholders?
   | Stakeholder | Role | Why They're a Stakeholder | Maybe Overlooked? |
   
   Consider: Decision makers, influencers, implementers, users, affected parties, 
   approval authorities, potential blockers, supporters

2. STAKEHOLDER MAP
   Categorize stakeholders on two dimensions:
   
   Power/Influence (High/Low) vs Interest/Stake (High/Low)
   
   | Quadrant | Stakeholders | Strategy |
   | High Power, High Interest | | Manage Closely |
   | High Power, Low Interest | | Keep Satisfied |
   | Low Power, High Interest | | Keep Informed |
   | Low Power, Low Interest | | Monitor |

3. INTERESTS AND CONCERNS ANALYSIS
   For each key stakeholder:
   | Stakeholder | Primary Interest | Main Concerns | What They Need From You |

4. SUPPORT/OPPOSITION MAPPING
   | Stakeholder | Current Position | Desired Position | Gap | Effort to Move |
   Position scale: Strong Advocate → Supporter → Neutral → Skeptic → Opponent

5. HIDDEN AGENDAS
   What unstated interests might stakeholders have?
   (Political, personal, departmental, historical)

6. RELATIONSHIP DYNAMICS
   | Stakeholder A | Stakeholder B | Relationship | Implication |
   Map alliances, conflicts, and dependencies between stakeholders.

7. INFLUENCE STRATEGY
   For stakeholders who need to move position:
   | Stakeholder | Current | Target | Strategy | Key Messages |

8. COMMUNICATION PLAN
   | Stakeholder | What They Need to Know | When | How | From Whom |

9. RISK FROM STAKEHOLDERS
   | Stakeholder | Risk | Probability | Impact | Mitigation |

10. COALITION BUILDING
    Who can influence whom? What coalitions could be built?

Root Cause Analysis Prompts

5 Whys Analysis

You are a root cause analyst using the 5 Whys technique to find underlying causes.

=== THE PROBLEM ===
Problem Statement: 
# REPLACE: What problem are you analyzing?
# Example: "Customer complaints about order delivery increased 200% last month"

When it occurred: 
# REPLACE: Timeline of the problem

Impact: 
# REPLACE: What's the business/customer impact?

=== WHAT YOU ALREADY KNOW ===
# REPLACE: Any initial observations or data
# Example: "Most complaints are about late deliveries (not damaged goods)"
# Example: "Delivery times averaged 7 days vs. promised 3 days"

=== INSTRUCTIONS ===
Conduct a 5 Whys analysis. Note: We may need more or fewer than 5 "whys"—go until 
we reach an actionable root cause.

1. 5 WHYS CHAIN
   
   **Problem:** [Restate the problem]
   
   **Why 1:** Why is this happening?
   → [First-level cause]
   
   **Why 2:** Why is [first-level cause] happening?
   → [Second-level cause]
   
   **Why 3:** Why is [second-level cause] happening?
   → [Third-level cause]
   
   **Why 4:** Why is [third-level cause] happening?
   → [Fourth-level cause]
   
   **Why 5:** Why is [fourth-level cause] happening?
   → [Root cause identified]
   
   At each level, consider:
   - Is this the real cause or just another symptom?
   - Are there multiple branches (multiple causes at this level)?
   - What evidence supports this being a cause?

2. MULTIPLE BRANCHES
   Problems often have multiple root causes. Explore alternative branches:
   
   Branch 1: [Main chain above]
   Branch 2: [Alternative cause chain]
   Branch 3: [Another alternative]

3. ROOT CAUSE VALIDATION
   For each potential root cause:
   | Root Cause | Evidence That Supports | Evidence Against | Confidence |

4. ROOT CAUSE CATEGORY
   Categorize using the 6 Ms (or relevant categories):
   - Man (People)
   - Machine (Equipment/Technology)
   - Method (Process)
   - Material (Inputs)
   - Measurement (Data/Metrics)
   - Mother Nature (Environment)
   
   | Root Cause | Category | Why This Category |

5. ADDRESSABILITY CHECK
   | Root Cause | Within Our Control? | Effort to Fix | Impact if Fixed |

6. RECOMMENDED ACTIONS
   For the most significant, addressable root causes:
   | Root Cause | Action | Owner | Timeline | Expected Impact |

7. VERIFICATION PLAN
   How will you verify that actions address the root cause?
   | Action | Success Metric | Check Date | Who Monitors |

8. PREVENTION
   How can this problem be prevented from recurring?
   - Systemic changes
   - Process improvements
   - Monitoring to add

Fishbone Diagram Analysis

You are a problem analyst using the Fishbone (Ishikawa) diagram technique.

=== THE PROBLEM ===
Problem/Effect: 
# REPLACE: The problem to analyze (goes at the "head" of the fish)
# Example: "High defect rate in manufacturing (5% vs 1% target)"

=== CONTEXT ===
Process/Area: 
# REPLACE: What process or area does this problem occur in?

Timeframe: 
# REPLACE: When did this become a problem?

=== KNOWN CONTRIBUTING FACTORS ===
# REPLACE: Causes you already suspect
# - Machine calibration issues
# - New employee training
# - Supplier quality variation

=== INSTRUCTIONS ===
Conduct a Fishbone diagram analysis. Provide:

1. FISHBONE STRUCTURE
   Organize potential causes into the 6 M categories (or adapt for your context):
   
   Man         Method        Machine
     \           |            /
      \          |           /
       ==========[PROBLEM]===========
      /          |           \
     /           |            \
   Material   Measurement   Mother Nature
   
   For each category, list potential causes:

2. DETAILED CAUSE ANALYSIS

   **MAN (People)**
   | Potential Cause | How It Contributes | Evidence | Likelihood |
   - Skills and training
   - Experience levels
   - Motivation/engagement
   - Communication
   - Staffing levels

   **METHOD (Process)**
   | Potential Cause | How It Contributes | Evidence | Likelihood |
   - Procedures
   - Process design
   - Workflow
   - Standards
   - Documentation

   **MACHINE (Equipment/Technology)**
   | Potential Cause | How It Contributes | Evidence | Likelihood |
   - Equipment condition
   - Maintenance
   - Calibration
   - Capacity
   - Technology limitations

   **MATERIAL (Inputs)**
   | Potential Cause | How It Contributes | Evidence | Likelihood |
   - Raw materials quality
   - Supplier issues
   - Storage conditions
   - Specifications

   **MEASUREMENT (Data)**
   | Potential Cause | How It Contributes | Evidence | Likelihood |
   - Measurement accuracy
   - Data collection
   - Metrics definition
   - Reporting

   **MOTHER NATURE (Environment)**
   | Potential Cause | How It Contributes | Evidence | Likelihood |
   - Physical environment
   - External factors
   - Seasonal factors
   - Regulatory changes

3. CAUSE RANKING
   | Rank | Cause | Category | Evidence Strength | Impact | Priority |
   
   Rank by: Likelihood × Impact × Addressability

4. CAUSE RELATIONSHIPS
   Which causes are related or reinforce each other?
   | Cause A | Cause B | Relationship |

5. VERIFICATION NEEDED
   What data or investigation is needed to confirm suspected causes?
   | Suspected Cause | How to Verify | Data Needed | Who Can Help |

6. QUICK WINS vs ROOT CAUSES
   | Quick Wins (symptoms) | True Root Causes (underlying) |
   
   Address symptoms for short-term relief, root causes for permanent fix.

7. ACTION PLAN
   For top 3 root causes:
   | Root Cause | Action | Type (Fix/Prevent/Monitor) | Owner | Timeline |

Pareto Analysis

You are an analyst applying the Pareto Principle (80/20 rule) to focus efforts.

=== THE PROBLEM/OPPORTUNITY ===
What you're analyzing: 
# REPLACE: What problem or situation are you analyzing?
# Example: "Customer support tickets to identify biggest issues"

Goal: 
# REPLACE: What do you want to achieve?
# Example: "Reduce total support volume by 50%"

=== THE DATA ===
# REPLACE: Your data for analysis
# 
# Category/Item | Frequency/Value
# Password resets | 450 tickets
# Billing questions | 320 tickets
# Feature requests | 180 tickets  
# Bug reports | 150 tickets
# Account setup | 120 tickets
# Integration issues | 80 tickets
# Other | 100 tickets
#
# Total: 1,400 tickets

=== INSTRUCTIONS ===
Conduct a Pareto analysis. Provide:

1. PARETO TABLE
   Sorted by frequency/value, with cumulative percentage:
   
   | Rank | Category | Count | % of Total | Cumulative % |
   | 1 | | | | |
   | 2 | | | | |
   | ... | | | | |
   
   Identify the 80/20 cutoff point.

2. PARETO CHART DESCRIPTION
   Describe what a Pareto chart would show:
   - Bar chart: Categories by frequency (descending)
   - Line: Cumulative percentage
   - Where does the curve hit 80%?

3. THE VITAL FEW
   Which categories make up ~80% of the impact?
   | Category | % of Total | Cumulative | "Vital Few" or "Useful Many" |

4. ROOT CAUSE FOR VITAL FEW
   For each "vital few" category:
   
   **[Category 1]** - X% of total
   - Why is this so high?
   - What's driving it?
   - Potential solutions:
   
   (Repeat for each vital few category)

5. IMPACT ANALYSIS
   If you address the vital few:
   | Category | Current | If Solved | Reduction | Effort Required |
   
   What's the expected impact?

6. EFFORT-IMPACT MATRIX
   | Category | Impact if Fixed | Effort to Fix | Priority |
   | | High/Med/Low | High/Med/Low | Do First/Second/Later |

7. ACTION PLAN
   Focus resources on the vital few:
   | Priority | Category | Action | Expected Impact | Owner | Timeline |

8. MONITORING
   How will you track if your actions are working?
   | Metric | Baseline | Target | Check Frequency |

9. PARETO WITHIN PARETO
   For the #1 category, can we do another Pareto analysis?
   What are the sub-categories within the biggest category?

10. WHAT ABOUT THE "USEFUL MANY"?
    Should any of the bottom categories be ignored entirely?
    Could they be low-cost to address despite smaller impact?

Decision Framework Prompts

Weighted Decision Matrix

You are a decision analyst helping make a structured decision using a weighted matrix.

=== THE DECISION ===
What you're deciding: 
# REPLACE: The decision to make
# Example: "Which project management tool should we adopt for our team?"

=== OPTIONS ===
# REPLACE: List your options
# Option 1: Asana
# Option 2: Monday.com  
# Option 3: ClickUp
# Option 4: Stay with current tool (Trello)

=== EVALUATION CRITERIA ===
# REPLACE: What factors matter for this decision?
# 
# Criterion 1: Ease of use
# - Why it matters: Team adoption depends on intuitive interface
# - Importance: High
#
# Criterion 2: Price
# - Why it matters: Budget constraint of $50/user/month
# - Importance: Medium
#
# Criterion 3: Integration with existing tools
# - Why it matters: Must connect with Slack, Google Workspace
# - Importance: High
#
# Criterion 4: Reporting capabilities
# - Why it matters: Leadership needs visibility
# - Importance: Medium
#
# Criterion 5: Scalability
# - Why it matters: Team may grow from 20 to 50 in 2 years
# - Importance: Low-Medium
#
# (Add more criteria as needed)

=== CONSTRAINTS ===
# REPLACE: Non-negotiable requirements
# - Must have: SSO support
# - Must have: Mobile app
# - Budget: Under $50/user/month

=== INSTRUCTIONS ===
Create a weighted decision matrix. Provide:

1. CRITERIA WEIGHTING
   Assign weights that total 100%:
   | Criterion | Weight | Justification |
   | Ease of use | 25% | Critical for adoption |
   | Price | 20% | Budget-constrained |
   | ... | | |
   | **Total** | **100%** | |

2. CONSTRAINT CHECK
   First, filter options by must-haves:
   | Option | Constraint 1 | Constraint 2 | Constraint 3 | Pass? |
   
   Options that fail constraints are eliminated.

3. SCORING RUBRIC
   Define what scores mean (1-5 scale):
   
   For each criterion, define:
   | Score | What It Means for This Criterion |
   | 5 | Exceptional: [specific description] |
   | 4 | Good: [specific description] |
   | 3 | Adequate: [specific description] |
   | 2 | Below average: [specific description] |
   | 1 | Poor: [specific description] |

4. DECISION MATRIX
   | Criterion | Weight | Option 1 | Option 2 | Option 3 | Option 4 |
   | | | Score (1-5) | Score (1-5) | Score (1-5) | Score (1-5) |
   | Ease of use | 25% | | | | |
   | Price | 20% | | | | |
   | ... | | | | | |
   | **Raw Total** | | | | | |
   | **Weighted Total** | | | | | |

5. WEIGHTED SCORES CALCULATION
   Show the math: Weight × Score for each cell
   
   | Criterion | Weight | Opt 1 (Score × Weight) | Opt 2 | Opt 3 | Opt 4 |
   | **Weighted Total** | | X.XX | X.XX | X.XX | X.XX |

6. SENSITIVITY ANALYSIS
   What if weights were different?
   | Scenario | Weight Change | Winner Changes? |
   | Price more important (+10%) | | |
   | Ease of use less important (-10%) | | |
   
   Is the winner robust to different weightings?

7. QUALITATIVE FACTORS
   What doesn't fit neatly into the matrix but matters?
   | Factor | Favors Which Option | Why |

8. RECOMMENDATION
   Based on quantitative and qualitative analysis:
   
   **Recommended Option:** [Option]
   **Score:** [X.XX]
   **Confidence:** High/Medium/Low
   
   **Why this option:**
   - Reason 1
   - Reason 2
   
   **What to watch out for:**
   - Risk 1
   - Risk 2

9. IMPLEMENTATION CONSIDERATIONS
   If choosing [recommendation]:
   - Key success factors
   - Immediate next steps
   - Timeline

Pros and Cons Analysis

You are a decision coach helping think through a decision systematically.

=== THE DECISION ===
What you're considering: 
# REPLACE: The decision you're facing
# Example: "Should I accept the job offer at Company X vs. staying at current company?"

=== CONTEXT ===
Current situation: 
# REPLACE: Relevant background

Timeline: 
# REPLACE: When does this decision need to be made?

=== WHAT YOU KNOW ===
# REPLACE: Relevant information about the options
#
# Option A: Accept new job at Company X
# - Salary: $150K (current: $120K)
# - Role: Senior Manager (current: Manager)
# - Location: Requires relocation
# - Company: Fast-growing startup
#
# Option B: Stay at current company
# - Potential promotion in 6-12 months
# - Comfortable, know the people
# - Stable established company

=== WHAT MATTERS TO YOU ===
# REPLACE: Your priorities and values
# - Career growth (very important)
# - Work-life balance (important)
# - Financial security (important)
# - Location/stability (somewhat important)

=== INSTRUCTIONS ===
Conduct a thorough pros and cons analysis. Provide:

1. STRUCTURED PROS AND CONS

   **Option A: [Name]**
   
   PROS:
   | Pro | Significance (H/M/L) | Certainty (H/M/L) | Why It Matters |
   | | | | |
   
   CONS:
   | Con | Significance (H/M/L) | Certainty (H/M/L) | Why It Matters |
   | | | | |
   
   (Repeat for Option B)

2. WEIGHTED ANALYSIS
   Not all pros/cons are equal. Weight by significance:
   
   | Option | Weighted Pros | Weighted Cons | Net Score |
   
   High = 3 points, Medium = 2 points, Low = 1 point

3. BY CATEGORY
   Group pros/cons by life area or priority:
   
   | Category | Option A | Option B |
   | Career | | |
   | Financial | | |
   | Lifestyle | | |
   | Risk | | |

4. WHAT'S MISSING?
   Questions to answer before deciding:
   | Question | Why It Matters | How to Find Out |

5. HIDDEN CONSIDERATIONS
   What might you be overlooking?
   - Opportunity costs
   - Reversibility
   - Second-order effects
   - What you're giving up

6. RISK ANALYSIS
   | Option | Best Case | Worst Case | Most Likely | Reversible? |

7. REGRET MINIMIZATION
   In 10 years, which decision would you regret more?
   - If you chose A and it didn't work out...
   - If you chose B and A would have been great...

8. GUT CHECK
   The analysis says [X]. Does that feel right? If not, what's the disconnect?

9. DECISION RECOMMENDATION
   Based on stated priorities:
   
   **Recommended:** [Option]
   **Confidence:** [High/Medium/Low]
   **Key reason:** [Most important factor]
   
   **Choose Option A if:** [conditions]
   **Choose Option B if:** [conditions]

10. DECISION VALIDATION
    Before finalizing:
    - [ ] All important factors considered?
    - [ ] Consulted relevant people?
    - [ ] Given sufficient time to decide?
    - [ ] Can live with worst-case scenario?

Scenario Planning

You are a strategic planner helping think through different future scenarios.

=== THE SITUATION ===
What you're planning for: 
# REPLACE: The decision or situation requiring scenario planning
# Example: "Our company's 3-year strategy given uncertain market conditions"

=== KEY UNCERTAINTIES ===
# REPLACE: What major uncertainties could affect outcomes?
# 
# Uncertainty 1: Economic conditions
# - Could be: Strong growth / Stable / Recession
# - Impact: Affects customer spending and our revenue
#
# Uncertainty 2: Regulatory changes
# - Could be: Favorable / Neutral / Restrictive new regulations
# - Impact: Could help or hurt our business model
#
# Uncertainty 3: Competitive landscape
# - Could be: We maintain lead / New competitor emerges / Consolidation
# - Impact: Market share and pricing power

=== CURRENT ASSUMPTIONS ===
# REPLACE: What's your base case assumption?
# - Economy: stable growth of 2-3%
# - Regulation: no major changes
# - Competition: gradual increase

=== INSTRUCTIONS ===
Develop scenario plans. Provide:

1. UNCERTAINTY PRIORITIZATION
   Which uncertainties matter most?
   | Uncertainty | Impact if Wrong | Predictability | Priority |
   
   Select top 2 to build scenario matrix.

2. SCENARIO MATRIX
   Using 2 key uncertainties, create 4 scenarios:
   
                    Uncertainty 1: [Name]
                    Positive          Negative
                 ┌─────────────┬─────────────┐
   Uncertainty 2 │ SCENARIO A  │ SCENARIO B  │
   Positive      │ "Name"      │ "Name"      │
                 ├─────────────┼─────────────┤
   Uncertainty 2 │ SCENARIO C  │ SCENARIO D  │
   Negative      │ "Name"      │ "Name"      │
                 └─────────────┴─────────────┘

3. SCENARIO NARRATIVES
   For each scenario, write a vivid narrative:
   
   **Scenario A: "[Evocative Name]"**
   - Conditions: What's happening in this world?
   - How it unfolds: The story of how we got here
   - Implications for us: What this means for our business
   - Probability estimate: X%
   
   (Repeat for B, C, D)

4. STRATEGIC IMPLICATIONS
   | Scenario | Opportunities | Threats | Strategic Priority |

5. ROBUST STRATEGIES
   What strategies work across multiple scenarios?
   | Strategy | Works in A? | Works in B? | Works in C? | Works in D? | Robustness |

6. SCENARIO-SPECIFIC STRATEGIES
   What should we do differently in each scenario?
   | Scenario | Unique Strategic Response | Trigger to Activate |

7. EARLY WARNING INDICATORS
   How will we know which scenario is emerging?
   | Scenario | Early Signals | Data Source | Review Frequency |

8. CONTINGENCY PLANS
   For concerning scenarios:
   | Scenario | Trigger | Immediate Actions | Resources Needed |

9. DECISION IMPLICATIONS
   Given this analysis, what should we decide now?
   - No-regret moves (do in all scenarios)
   - Option-creating moves (preserve flexibility)
   - Big bets (if confident in a scenario)

10. MONITORING PLAN
    | Indicator | Baseline | Watch For | Action If Triggered |

Prioritization Prompts

Effort-Impact Analysis

You are a prioritization expert helping rank items by effort and impact.

=== WHAT YOU'RE PRIORITIZING ===
Context: 
# REPLACE: What are you prioritizing?
# Example: "Product roadmap features for Q1"

=== ITEMS TO PRIORITIZE ===
# REPLACE: List the items with any known information
#
# Item 1: User dashboard redesign
# - Estimated effort: 3 weeks of dev time
# - Expected impact: Improve user satisfaction, reduce support tickets
#
# Item 2: API v2 launch
# - Estimated effort: 6 weeks
# - Expected impact: Unlock enterprise clients, enable integrations
#
# Item 3: Mobile app dark mode
# - Estimated effort: 1 week
# - Expected impact: Highly requested feature, user satisfaction
#
# Item 4: Performance optimization
# - Estimated effort: 4 weeks
# - Expected impact: 50% faster load times, reduced server costs
#
# Item 5: Admin analytics dashboard
# - Estimated effort: 5 weeks
# - Expected impact: Better insights for admins, potential upsell
#
# (Add more items)

=== CONSTRAINTS ===
# REPLACE: Any constraints to consider
# - Available capacity: 8 weeks of dev time in Q1
# - Dependencies: Item 2 requires Item 4 to be complete
# - Deadline: Item 3 promised to customers by Feb 1

=== INSTRUCTIONS ===
Create an effort-impact prioritization. Provide:

1. EFFORT ASSESSMENT
   | Item | Effort (weeks) | Effort Rating (1-5) | Confidence | Notes |
   
   1 = Very Low effort, 5 = Very High effort

2. IMPACT ASSESSMENT
   | Item | Impact Description | Impact Rating (1-5) | Confidence | Notes |
   
   1 = Very Low impact, 5 = Very High impact
   
   Consider: Revenue, cost savings, user satisfaction, strategic value

3. EFFORT-IMPACT MATRIX
   
                         IMPACT
                    Low            High
              ┌─────────────┬─────────────┐
   EFFORT     │   AVOID     │  SCHEDULE   │
   High       │   🔴        │  🟡         │
              │             │             │
              ├─────────────┼─────────────┤
   EFFORT     │   LOW       │   DO FIRST  │
   Low        │  PRIORITY   │  🟢         │
              │   🟡        │ Quick Wins! │
              └─────────────┴─────────────┘
   
   Place each item in the matrix:
   | Quadrant | Items | Recommendation |
   | Do First (Low Effort, High Impact) | | Prioritize immediately |
   | Schedule (High Effort, High Impact) | | Plan for when capacity allows |
   | Low Priority (Low Effort, Low Impact) | | Do if time permits |
   | Avoid (High Effort, Low Impact) | | Deprioritize or cut |

4. BANG-FOR-BUCK RATIO
   | Item | Impact ÷ Effort | Rank |
   
   Highest ratio = best return on investment

5. DEPENDENCIES AND SEQUENCING
   | Item | Depends On | Blocks | Optimal Sequence |

6. CONSTRAINT CHECK
   Given constraints, what's actually achievable?
   | Item | Fits in Capacity? | Meets Deadlines? | Can Do in Q1? |

7. RECOMMENDED PRIORITIZATION
   Final ranked list with rationale:
   
   | Rank | Item | E-I Score | Why This Rank |
   | 1 | | | |
   | 2 | | | |
   | ... | | | |

8. WHAT GETS CUT
   Given constraints, what doesn't make the cut and why?

9. RISK OF PRIORITIZATION
   | Decision | Risk | Mitigation |
   What are we risking by this prioritization?

10. REVISIT TRIGGERS
    When should we re-evaluate these priorities?

Eisenhower Matrix

You are a productivity expert helping prioritize tasks using the Eisenhower Matrix.

=== CONTEXT ===
Who this is for: 
# REPLACE: Who is prioritizing? (Individual, team, leader)

Time frame: 
# REPLACE: What period are you planning?

=== TASKS/ITEMS ===
# REPLACE: List everything that needs prioritization
#
# 1. Respond to client email about project delay
# 2. Q4 strategic planning session
# 3. Review team expense reports
# 4. Prepare board presentation for next month
# 5. Reply to recruiter about open position
# 6. Fix critical bug affecting 100 users
# 7. Update team on industry news article
# 8. One-on-one meetings with direct reports
# 9. Research new vendor options
# 10. Review and approve marketing copy
#
# (List all tasks)

=== DEFINITIONS FOR YOUR CONTEXT ===
# REPLACE: What counts as urgent vs important for you?
#
# Urgent = Deadline within 24-48 hours, immediate consequences if delayed
# Important = Directly contributes to key goals, strategic priorities, relationships

=== INSTRUCTIONS ===
Apply the Eisenhower Matrix. Provide:

1. EISENHOWER MATRIX
   
                         URGENT
                    Yes            No
              ┌─────────────┬─────────────┐
   IMPORTANT  │     DO      │   SCHEDULE  │
   Yes        │    NOW      │   PLAN IT   │
              │   🔴 Q1     │   🟢 Q2     │
              ├─────────────┼─────────────┤
   IMPORTANT  │  DELEGATE   │  ELIMINATE  │
   No         │  OR QUICK   │   OR LATER  │
              │   🟡 Q3     │   ⚪ Q4     │
              └─────────────┴─────────────┘

2. TASK CLASSIFICATION
   | Task | Urgent? | Important? | Quadrant | Rationale |
   | | Y/N | Y/N | Q1/Q2/Q3/Q4 | |

3. QUADRANT 1: DO NOW (Urgent + Important)
   | Task | Deadline | Action | Time Needed |
   
   These need your immediate attention. Crisis mode if too many here.
   
   Warning signs: Too many Q1 items = reactive mode. Address root causes.

4. QUADRANT 2: SCHEDULE (Important, Not Urgent)
   | Task | Ideal Deadline | Block Time For | Strategic Value |
   
   This is where strategic work lives. Protect time for Q2!
   
   Scheduling recommendations:
   - [Task]: Schedule for [when]

5. QUADRANT 3: DELEGATE (Urgent, Not Important)
   | Task | Delegate To | Instructions | Follow-up |
   
   These feel urgent but don't require YOU. Delegate or timebox.
   
   If can't delegate:
   - Batch together
   - Timebox strictly
   - Say no where possible

6. QUADRANT 4: ELIMINATE (Not Urgent, Not Important)
   | Task | Action | Why Eliminate |
   
   Options: Delete, decline, defer indefinitely, stop doing

7. PATTERN ANALYSIS
   | Quadrant | Count | % of Tasks | Healthy Range |
   | Q1 | | | 10-20% |
   | Q2 | | | 50-70% |
   | Q3 | | | 10-20% |
   | Q4 | | | 0-10% |
   
   What does your distribution reveal?

8. REBALANCING RECOMMENDATIONS
   How to shift toward ideal distribution:
   - Move from Q1 to Q2 by: [prevention strategy]
   - Reduce Q3 by: [delegation/boundaries]
   - Eliminate Q4 by: [saying no]

9. WEEKLY PLANNING TEMPLATE
   Based on this analysis:
   | Day | Q1 Focus | Q2 Protected Time | Q3 Batch |
   | Monday | | | |
   | ... | | | |

10. COMMITMENT
    Top 3 actions to improve quadrant balance:
    1. 
    2. 
    3.

Risk Assessment Prompts

Identify and Assess Risks

You are a risk analyst helping identify and assess risks for a project or decision.

=== PROJECT/DECISION ===
What you're assessing: 
# REPLACE: The project, initiative, or decision
# Example: "Launching new product line in European market"

=== CONTEXT ===
Timeline: 
# REPLACE: Key dates and milestones

Stakeholders: 
# REPLACE: Who's involved or affected

Budget/Resources: 
# REPLACE: Available resources

=== KNOWN RISKS ===
# REPLACE: Risks you've already identified
# - Regulatory compliance differences in EU
# - Currency fluctuation exposure
# - Supply chain for European distribution

=== RISK TOLERANCE ===
# REPLACE: How risk-averse is the organization/decision maker?
# - Conservative / Moderate / Aggressive
# - Specific unacceptable outcomes

=== INSTRUCTIONS ===
Conduct a comprehensive risk assessment. Provide:

1. RISK IDENTIFICATION
   Generate risks across categories:
   
   **Strategic Risks**
   | Risk | Description |
   
   **Operational Risks**
   | Risk | Description |
   
   **Financial Risks**
   | Risk | Description |
   
   **Legal/Compliance Risks**
   | Risk | Description |
   
   **Reputational Risks**
   | Risk | Description |
   
   **External Risks**
   | Risk | Description |

2. RISK ASSESSMENT MATRIX
   Rate each risk:
   | Risk | Probability (1-5) | Impact (1-5) | Risk Score | Priority |
   
   Risk Score = Probability × Impact
   Priority: 20-25 = Critical, 15-19 = High, 10-14 = Medium, <10 = Low

3. RISK HEAT MAP
   
   IMPACT     Critical │     │     │  🔴  │  🔴  │
   5-Very High         │     │  🟠 │  🔴  │  🔴  │
              ─────────┼─────┼─────┼──────┼──────┤
   4-High              │     │  🟠 │  🟠  │  🔴  │
              ─────────┼─────┼─────┼──────┼──────┤
   3-Medium            │  🟡 │  🟡 │  🟠  │  🟠  │
              ─────────┼─────┼─────┼──────┼──────┤
   2-Low               │  🟢 │  🟡 │  🟡  │  🟠  │
              ─────────┼─────┼─────┼──────┼──────┤
   1-Very Low          │  🟢 │  🟢 │  🟡  │  🟡  │
              ─────────┴─────┴─────┴──────┴──────┘
              1-Rare  2-Unlike 3-Poss 4-Likely 5-Almost
                               PROBABILITY             Certain
   
   Place each risk on the map.

4. TOP RISKS DEEP DIVE
   For top 5 risks:
   
   **Risk: [Name]**
   - Description: 
   - Probability: X/5 because [rationale]
   - Impact: X/5 because [rationale]
   - Warning signs:
   - Triggering events:
   - Affected stakeholders:

5. RISK RESPONSE STRATEGIES
   For each significant risk:
   | Risk | Strategy | Specific Actions | Owner | Cost |
   
   Strategies: Avoid, Mitigate, Transfer, Accept

6. MITIGATION PLAN
   | Risk | Mitigation Action | Reduces Prob/Impact | Residual Risk |

7. CONTINGENCY PLANS
   For high-impact risks:
   | Risk | Trigger | Contingency Action | Resources Needed |

8. RISK MONITORING
   | Risk | Key Indicators | Data Source | Review Frequency | Owner |

9. RISK REGISTER SUMMARY
   | ID | Risk | Category | Score | Response | Owner | Status |

10. OVERALL RISK ASSESSMENT
    - Overall risk level: Low / Medium / High / Critical
    - Recommendation: Proceed / Proceed with caution / Reconsider / Do not proceed
    - Key concerns:
    - Risk acceptance required from: [who]

Critical Thinking Prompts

Challenge Assumptions

You are a critical thinking coach helping challenge assumptions and blind spots.

=== THE SITUATION ===
What you're thinking about: 
# REPLACE: The decision, plan, or belief you want to examine
# Example: "Our plan to expand into the enterprise market will succeed because 
# we have a great product and enterprises are looking for alternatives."

=== YOUR CURRENT THINKING ===
# REPLACE: Your current position or plan
# What you believe: "Enterprise expansion is the right growth strategy"
# Key assumptions: 
# - Our product is enterprise-ready
# - Enterprises are dissatisfied with current solutions
# - We can win deals against established competitors
# - Enterprise sales cycle is manageable for our runway

=== INSTRUCTIONS ===
Challenge this thinking rigorously. Provide:

1. ASSUMPTION EXTRACTION
   What assumptions underlie this thinking?
   | # | Assumption | Stated or Hidden? | Confidence | Criticality |
   
   Rate criticality: How much does success depend on this being true?

2. ASSUMPTION TESTING
   For each key assumption:
   
   **Assumption: [Statement]**
   - Evidence FOR this assumption:
   - Evidence AGAINST this assumption:
   - What would prove it wrong?
   - How confident should you actually be?
   - Verdict: Solid / Shaky / Unfounded

3. DEVIL'S ADVOCATE
   Make the strongest possible case AGAINST this plan:
   
   "This will fail because..."
   - Argument 1
   - Argument 2
   - Argument 3
   
   What would a smart skeptic say?

4. COGNITIVE BIASES CHECK
   Biases that might be affecting this thinking:
   | Bias | How It Might Apply | Counter-measure |
   | Confirmation bias | | |
   | Optimism bias | | |
   | Sunk cost fallacy | | |
   | Availability heuristic | | |
   | Anchoring | | |

5. ALTERNATIVE EXPLANATIONS
   What else could explain the data you're relying on?
   | Your Interpretation | Alternative Explanation | How to Distinguish |

6. MISSING PERSPECTIVES
   Whose viewpoint is missing from this analysis?
   | Stakeholder | Their Likely View | What They'd Point Out |

7. WHAT IF YOU'RE WRONG?
   | Assumption | If Wrong, What Happens? | How Bad? | How to Recover |

8. PRE-MORTEM
   Imagine this failed spectacularly. What went wrong?
   Write the post-mortem from 1 year in the future.

9. STRENGTHENING THE PLAN
   Based on identified weaknesses:
   | Weakness | How to Address | Priority |

10. REVISED CONFIDENCE
    After this analysis:
    - Original confidence: [High/Medium/Low]
    - Revised confidence: [High/Medium/Low]
    - Key uncertainties remaining:
    - Recommended next steps:

Play Devil’s Advocate

You are an intellectual sparring partner who will argue against a position.

=== THE POSITION ===
Argument/Position to challenge: 
# REPLACE: The position you want challenged
# Example: "We should adopt a four-day work week for our company"

=== SUPPORTING ARGUMENTS ===
# REPLACE: The arguments supporting this position
# 1. Studies show productivity doesn't decrease
# 2. Employees prefer it and it helps retention
# 3. Other companies have done it successfully
# 4. Reduces burnout and improves wellbeing

=== CONTEXT ===
# REPLACE: Relevant context
# Company type: B2B software, 150 employees
# Current situation: High turnover, competitive hiring market

=== INSTRUCTIONS ===
Play devil's advocate and systematically challenge this position.

1. STEELMAN FIRST
   Before attacking, state the strongest version of the argument:
   "The best case for [position] is..."

2. DIRECT CHALLENGES
   For each supporting argument:
   
   **"[Argument 1]"**
   - Counter-argument:
   - Evidence or logic against:
   - What's being overlooked:
   - Questions this doesn't answer:
   
   (Repeat for each argument)

3. THE STRONGEST CASE AGAINST
   Construct the most compelling counter-argument:
   
   "The four-day work week is a mistake because..."
   (Write 3-4 paragraphs making the strongest opposition case)

4. HIDDEN COSTS AND RISKS
   | Hidden Cost/Risk | Why It's Often Overlooked | Potential Magnitude |

5. WHO LOSES?
   This change benefits some but hurts others. Who loses and how?
   | Stakeholder | How They're Disadvantaged | Would They Agree? |

6. IMPLEMENTATION NIGHTMARES
   Practical problems that could derail this:
   - Problem 1:
   - Problem 2:
   - Problem 3:

7. BETTER ALTERNATIVES
   What if there's a better way to achieve the same goals?
   | Goal | Four-Day Week Approach | Alternative Approach | Which Is Better? |

8. SECOND-ORDER EFFECTS
   Unintended consequences that might emerge:
   - Short-term:
   - Long-term:
   - Industry-wide if widely adopted:

9. CONDITIONS FOR FAILURE
   Under what circumstances would this definitely fail?
   - If [condition], this fails because [reason]

10. HONEST ASSESSMENT
    After playing devil's advocate:
    - Strongest point against: 
    - Weakest point of original argument:
    - What would change my mind:
    - What additional information is needed:

Note: This is intellectual exercise to strengthen thinking, not necessarily my true opinion.

Ideation Prompts

Brainstorming Session

You are a creative facilitator running a structured brainstorming session.

=== THE CHALLENGE ===
What you're brainstorming: 
# REPLACE: The problem to solve or opportunity to explore
# Example: "How might we reduce customer onboarding time from 2 weeks to 2 days?"

=== CONTEXT ===
Background: 
# REPLACE: Relevant context about the challenge

Constraints: 
# REPLACE: Any constraints to work within (or to ignore during ideation)
# - Budget: $50K
# - Timeline: Implement in Q1
# - Team: 3 people

=== CURRENT APPROACHES ===
# REPLACE: What's already being done or tried?
# - Manual onboarding emails
# - Training sessions scheduled individually
# - Multiple stakeholder approvals needed

=== INSTRUCTIONS ===
Facilitate a comprehensive brainstorming session. Provide:

1. CHALLENGE REFRAMING
   Before generating ideas, reframe the challenge in multiple ways:
   - Original: [as stated]
   - Reframe 1: What if we [different angle]?
   - Reframe 2: How might [different stakeholder]?
   - Reframe 3: What would [analogous industry] do?
   - Reframe 4: What if we had to solve this in [extreme constraint]?

2. IDEA GENERATION - CONVENTIONAL
   Straightforward solutions within normal constraints:
   | # | Idea | How It Helps | Feasibility |
   
   Generate 10+ ideas.

3. IDEA GENERATION - UNCONVENTIONAL
   Push beyond obvious solutions:
   | # | Wild Idea | Core Insight | How to Make Feasible |
   
   Generate 10+ creative ideas. Include some deliberately outrageous ones.

4. IDEA TRIGGERS
   Apply these creative prompts:
   
   **Eliminate:** What if we removed [element] entirely?
   - Idea:
   
   **Reverse:** What if we did the opposite?
   - Idea:
   
   **Combine:** What if we merged with [something unexpected]?
   - Idea:
   
   **Exaggerate:** What if we did 10x more/less?
   - Idea:
   
   **Substitute:** What if we replaced [X] with [Y]?
   - Idea:
   
   **Borrow:** What would [other industry/company] do?
   - Idea:

5. ANALOGOUS INSPIRATION
   | Analogous Domain | How They Solve Similar Problem | Idea for Our Context |
   | Fast food industry | | |
   | Video games | | |
   | Hospitals | | |

6. IDEA CLUSTERING
   Group ideas by theme:
   | Theme | Ideas | Common Element |

7. IDEA EVALUATION (Light Touch)
   Quick assessment of top ideas:
   | Idea | Impact | Feasibility | Novelty | Worth Exploring? |
   | | H/M/L | H/M/L | H/M/L | Yes/No |

8. TOP IDEAS TO DEVELOP
   Select 3-5 ideas for deeper development:
   
   **Idea: [Name]**
   - Description:
   - Why promising:
   - Key questions to answer:
   - Next step to explore:

9. IDEA COMBINATIONS
   Can any ideas be combined for greater effect?
   | Idea A | + Idea B | = Combined Idea | Synergy |

10. NEXT STEPS
    - Ideas to prototype:
    - Ideas to research:
    - Ideas to park for later:
    - Who to involve next:

Generate Options/Alternatives

You are a strategic thinker helping generate options beyond the obvious choices.

=== THE SITUATION ===
What you need options for: 
# REPLACE: The decision or situation requiring options
# Example: "Our main supplier is raising prices 30%. We need options for how to respond."

=== CURRENT OPTIONS CONSIDERED ===
# REPLACE: Options you've already thought of
# Option 1: Accept the price increase and pass to customers
# Option 2: Negotiate with current supplier
# Option 3: Find alternative supplier

=== CONSTRAINTS ===
# REPLACE: Limitations to work within
# - Can't disrupt production for more than 2 weeks
# - Quality must remain same or better
# - Non-negotiable: Need supply continuity

=== GOALS ===
# REPLACE: What you're optimizing for
# - Minimize cost increase
# - Maintain supply reliability
# - Preserve supplier relationship if possible

=== INSTRUCTIONS ===
Generate a comprehensive set of options. Provide:

1. EXPAND THE OBVIOUS OPTIONS
   Take each current option and generate variations:
   
   **Option 1 Variations:**
   - 1a: [Variation]
   - 1b: [Variation]
   - 1c: [Variation]
   
   (Repeat for each option)

2. OPTIONS FROM DIFFERENT ANGLES
   
   **Short-term vs Long-term**
   | Timeframe | Options |
   | Immediate (< 1 month) | |
   | Near-term (1-6 months) | |
   | Long-term (6+ months) | |
   
   **Aggressive vs Conservative**
   | Posture | Options |
   | Aggressive | |
   | Balanced | |
   | Conservative | |

3. CREATIVE OPTIONS
   Options that break assumptions or combine approaches:
   | # | Creative Option | What Makes It Different |
   
   Generate 5+ unconventional options.

4. OPTION CATEGORIES
   Ensure you've considered:
   
   | Category | Options Generated |
   | Do nothing / Accept | |
   | Negotiate / Modify terms | |
   | Find alternatives | |
   | Change the game | |
   | Reduce need / dependence | |
   | Partner / Collaborate | |
   | Build / Make ourselves | |

5. HYBRID OPTIONS
   Combine elements of different options:
   | Option A | + Option B | = Hybrid Option |

6. STAGED OPTIONS
   Sequential approaches:
   | Phase 1 | Then Phase 2 | Then Phase 3 | Total Approach |

7. OPTIONS COMPARISON
   | Option | Pros | Cons | Fit with Goals |

8. OPTION MATRIX
   | Option | Cost | Risk | Speed | Effectiveness | Reversibility |
   | | H/M/L | H/M/L | Fast/Med/Slow | H/M/L | H/M/L |

9. MISSING OPTIONS
   What options might we still be missing?
   - What would a competitor do?
   - What would an outsider suggest?
   - What if constraints were different?

10. RECOMMENDED OPTION SET
    Narrow to a manageable set for decision:
    | Priority | Option | Why Include | Key Question to Answer |
    | 1 | | | |
    | 2 | | | |
    | 3 | | | |

Quick Reference

Tips for Better Problem-Solving Prompts

1. Define the Problem First

❌ "Help me decide what to do about our sales problem"
✅ "Our sales conversion rate dropped from 25% to 15% in Q3. Lost $500K in pipeline.
    Exit interview data suggests pricing objections increased. Help me analyze root causes."

2. Include Constraints

# Constraints matter for realistic solutions:
# - Budget: $100K maximum
# - Timeline: Must decide by Friday
# - Team: 3 people available
# - Politics: Can't change X because of Y

3. Specify What “Good” Looks Like

# Success criteria:
# - Reduce churn by 25%
# - Without increasing costs by more than 10%
# - Within 6 months

4. Share Your Current Thinking

# What you've already considered:
# - Option A (rejected because...)
# - Option B (considering, but concerned about...)
# This helps avoid rehashing and pushes thinking forward.

5. Ask for Multiple Perspectives

"How would different stakeholders view this?"
"What would a skeptic say?"
"What am I missing?"

6. Request Trade-off Analysis

"What are we giving up with each option?"
"What's the cost of being wrong?"
"What's irreversible?"

7. Push Beyond First Answers

"What else?"
"What's the non-obvious answer?"
"What if our assumptions are wrong?"

Workflow: Complete Problem to Solution

Here’s how to combine prompts for end-to-end problem-solving:

Phase 1: Understand the Problem Use: Define the Problem Clearly → Map Stakeholders

Phase 2: Find Root Causes Use: 5 Whys Analysis → Fishbone Diagram → Pareto Analysis

Phase 3: Generate Options Use: Brainstorming Session → Generate Options/Alternatives

Phase 4: Evaluate and Decide Use: Weighted Decision Matrix → Pros and Cons Analysis

Phase 5: Validate Thinking Use: Challenge Assumptions → Play Devil’s Advocate → Scenario Planning

Phase 6: Manage Risk Use: Identify and Assess Risks → Effort-Impact Analysis for mitigations

What’s Next

• 📚 AI Prompts for Consultants — Strategy frameworks
• 📚 AI Prompts for Business Analysts — Requirements analysis
• 📚 AI Prompts for Product Managers — Product decisions
• 🛠️ Business Case Generator — Build business cases with AI

Found these prompts helpful? Share them with your team!