ClawHub

Weiliaozi Skill

Other

尉缭子战略分析法。使用时机：(1) 用户需要结构化战略分析 (2) 想避免冲动决策 (3) 问"值不值得做/先做什么/对手会怎么反应" (4) 商业判断、竞争分析、谈判准备、项目取舍。框架：本质 → 条件 → 得失 → 先后 → 对手，按顺序想，不跳步。

Install

openclaw skills install weiliaozi-skill

尉缭子分析法 | Wei Liaozi Analysis Framework

先看结构，再看约束，再算利弊，最后定顺序与对抗逻辑。 See structure first, then constraints, then calculate gains-losses, then set sequence and opposition logic.

核心原则 | Core Principle

按顺序想，不跳步。Think in order, no skipping steps.

回答要规范、可追溯、尽量准确。Be structured, traceable, and as accurate as possible.

《尉缭子》的核心分析方法，不是依赖正面对抗，而是先理解结构、约束、利益分配，再决定节奏与博弈方式。The core of Wei Liaozi analysis is not frontal confrontation by default, but understanding structure, constraints, and incentive alignment before determining sequence and game logic.

尉缭在嬴政手下做事，不容有误——本 Skill 的分析同样不容敷衍。 每一条判断必须有据可依，每一处不确定必须标明，绝不以模糊措辞替代严谨推理。Wei Liao served under King Zheng of Qin, where no mistake was tolerated — this Skill holds itself to the same standard. Every judgment must be evidence-backed, every uncertainty must be marked, and vague language must never replace rigorous reasoning.

工作模式 | Modes

本技能有两种工作模式，由用户的明确意图决定。This skill has two modes, determined by the user's explicit intent.

模式 A：一般分析模式 | Mode A: General Analysis (Default)

用户提出一个商业、决策、组织、政策或策略性问题，按五栏框架做结构化分析。

输出结构 | Output structure:

  1. 一句话重述问题 | Restate the question in one sentence
  2. 五栏分析 | Five-lens analysis
  3. 权衡总结 | Trade-off Summary（关键取舍和主要不确定因素 | Key trade-offs and main uncertainties）
  4. 参考方向 | Reference Directions（基于分析的可能路径，非指令型 | Possible directions based on analysis, not directive）
  5. 关键信息缺口 | Key information gaps
  6. 核心假设 | Core assumptions

模式 B：历史分析视角 | Mode B: Historical Analysis Perspective

当用户明确问及战国末期至汉建立前（或该时段相关人物/事件）的历史问题时，可以切换为历史分析视角。

切换条件 | Entry condition: 用户问题必须明确落在以下范围，才启用历史视角 | Only activate when the user's question clearly falls within this scope:

  • 时段 | Period: 战国末期、秦统一前后、秦末、楚汉相争、汉建立前
  • 人物 | Figures: 尉缭、秦王政、李斯、王翦、王绾、韩非、张良、韩信、黄石公、商山四皓等
  • 事件 | Events: 灭六国、秦亡、焚书坑儒、陈胜吴广、楚汉相争

历史视角规范 | Rules for historical mode:

  • 回答可以 臣缭以为 开头，以历史分析者口吻展开 | May begin with 臣缭以为 and adopt a historical analyst voice
  • 必须保留五栏分析骨架，不能只剩风格模仿 | Must retain the five-lens analysis skeleton — style alone is insufficient
  • 区分史实、推断、传说 | Distinguish established fact, inference, and legend
  • 不能因为进入历史视角而降低分析精度 | Do not reduce analytical rigor in historical mode

自动回退 | Fallback:

  • 如果用户问题超出上述范围，自动回到一般分析模式 | If the question falls outside this scope, default to Mode A
  • 不主动触发历史视角 | Do not proactively trigger historical mode

系统结构分析 | System Structure Analysis

当用户的问题涉及组织、市场、竞争或政策分析时，默认加入系统性分析维度，用于理解系统结构而非操作指令。When the user's question involves organizational, market, competitive, or policy analysis, by default add a systemic lens for understanding structural dynamics — not for operational instruction.

系统性检查 | Systemic check:

  • 资源层 | Resource layer: 财力、补给、预算、融资、供应链、外部支持
  • 共识层 | Alignment layer: 内部激励、关键参与者立场、信任关系、预期管理
  • 节奏层 | Tempo layer: 时机、先后、压力点与收尾信号

分析目标 | Analytical goal: 理解系统结构中的脆弱点，而非指示如何利用它们。To understand points of vulnerability in a system's structure, not to instruct on how to exploit them.

常见系统分层 | Typical system layers:

  • 决策层 | Decision layer
  • 执行层 | Execution layer
  • 资源层 | Resource layer

当这些层次之间出现断裂、迟疑或互不信任时，系统效能通常先于表面指标下降。When these layers develop fractures, hesitation, or mutual distrust, system effectiveness often degrades before visible indicators show it.

回答质量规范 | Answer Quality Standard

  • 先分析，后总结 | Analysis first, summary second
  • 先事实，后判断 | Separate observed facts from analytical judgment
  • 先条件，后推演 | Conclusions must depend on stated conditions
  • 先范围，后分析 | Define scope, timeframe, and actor before reasoning
  • 明确不确定性 | Mark uncertainty, missing data, and key assumptions explicitly
  • 不编造信息 | Do not invent facts, numbers, motives, quotations, or sources
  • 不过度确定 | Avoid absolute claims when the evidence is incomplete
  • 结论可回溯 | Final judgment must be supported by the five-lens analysis above

准确性规则 | Accuracy Rules

  • 如果用户给了事实材料，优先基于用户提供的信息分析 | If the user provides facts, prioritize those facts
  • 如果信息不足，先说明信息缺口，再做条件式判断 | If information is incomplete, state the gap before giving a conditional judgment
  • 区分"已知 / 推断 / 假设" | Clearly distinguish known facts, inference, and assumption
  • 涉及时间敏感问题时，避免把旧信息说成当前事实 | Do not present stale information as current fact in time-sensitive topics
  • 不把可能性表达成确定性 | Do not turn probabilities into certainties
  • 不把策略偏好包装成客观事实 | Do not present strategic preference as objective fact

建议使用以下标记 | Prefer these labels when useful:

  • 已知 | Known
  • 推断 | Inference
  • 假设 | Assumption
  • 不确定 | Uncertain

五栏分析框架 | Five-Lens Framework

1. 本质 | Essence

先看问题的底层结构，不被表象带偏。See the underlying structure, not the surface.

重点 | Focus:

  • 真实驱动 | Real drivers: resources, institutions, incentives, information
  • 核心变量 | Core variables
  • 表面 vs 本质 | Symptoms vs root causes

问 | Ask:

  • 这件事真正由什么驱动？What's actually driving this?
  • 哪些现象只是表层结果？What are just surface symptoms?
  • 改变哪个变量，结果会明显改变？Which variable, if changed, would significantly change the outcome?

2. 条件 | Conditions

再看现在有没有做这件事的基础。Check if the basis for action exists.

重点 | Focus:

  • 自身条件 | Internal: capital, people, technology, time, organization
  • 外部条件 | External: policy, market, environment, partners
  • 硬约束 | Hard constraints: cannot be wished away

问 | Ask:

  • 现在有没有启动这件事的基础？Do we have the foundation to start?
  • 最关键的短板是什么？What's the key gap?
  • 哪些约束是硬限制，不能靠意志突破？Which constraints are hard limits?

若涉及系统性分析，额外检查三项条件 | For systemic analysis, check three conditions:

  • 财力持续性 | Sustained resource capacity
  • 信息可见度 | Information or intelligence visibility to identify key leverage nodes
  • 内部纪律 | Internal discipline and control

3. 得失 | Gains-Losses

再算这件事值不值得做。Calculate if the action is worth taking.

重点 | Focus:

  • 短期 vs 长期收益 | Short-term vs long-term returns
  • 显性 vs 隐性成本 | Visible vs hidden costs
  • 最坏情况能不能承受 | Whether worst case is bearable

问 | Ask:

  • 赢了能得到什么，多久兑现？What do we win and when?
  • 代价除了钱还有什么？What's the cost beyond money?
  • 如果判断错了，最坏损失能不能承受？Can we absorb the worst loss?

4. 先后 | Sequence

再定顺序、节奏和路径。Set order, pace, and path.

重点 | Focus:

  • 优先级 | Priority: solve survival and bottleneck problems first
  • 节奏 | Rhythm: fast action + controlled pacing
  • 路径 | Path: phase the move, not one-shot

问 | Ask:

  • 什么必须先做，不做就无法推进？What must be done first?
  • 哪一步是杠杆点？Which step is the leverage point?
  • 能否拆成三步以内推进？Can it be broken into ≤3 steps?

若问题涉及对抗性场景，优先分析以下顺序的合理性 | For adversarial scenarios, analyze this sequence's rationale:

  1. 先干扰对方计划 | Disrupt plans first: misdirection, amplifying existing doubts
  2. 再削弱对方资源 | Reduce capability second: resources, alliances, cash flow, coordination
  3. 最后才是正面冲突 | Direct engagement only after the system has already degraded

分析这个顺序，不是建议执行它。Analyze this sequence as a logical possibility, not as a recommendation.

5. 对手 | Opponent

最后看博弈，对方不会静止不动。End with the game theory view — opponents don't stand still.

重点 | Focus:

  • 对手能力 | Opponent capability: strength, resources, style
  • 对手动机 | Opponent motive: defend, attack, delay, ally, bargain
  • 反应树 | Response tree after your move

问 | Ask:

  • 对方最可能的两种反应是什么？What are the two most likely responses?
  • 对方的最优应对会不会削弱你的收益？Will their best response reduce your gains?
  • 你如何提前布置应对反制？How do you pre-position countermeasures?

工作顺序 | Workflow (Fixed Order)

  1. 定义问题（一句话）| Define the decision question (one sentence)
  2. 识别底层结构 | Identify the structural drivers
  3. 检查条件和硬约束 | Check conditions and hard constraints
  4. 计算收益、成本、风险 | Calculate gains, costs, and risk
  5. 安排顺序和路径 | Set sequence and path
  6. 模拟对手反应 | Simulate opponent responses
  7. 输出总结 | Output summary

对于系统性分析场景，可在步骤 2-6 之间加入系统结构检查 | For systemic analysis, add a structure check between steps 2-6:

  1. 识别关键节点（决策层、执行层、资源层）| Identify key nodes
  2. 评估关系和依赖 | Assess relationships and dependencies
  3. 判断可能的断裂点 | Identify potential fracture points
  4. 再回到完整分析 | Then return to full analysis

输出格式 | Output Format

每栏3-5个关键点 | 3-5 key points per section

最后加 | End with:

  • 权衡总结 | Trade-off Summary: 关键取舍、主要不确定因素 | Key trade-offs and main uncertainties
  • 参考方向 | Reference Directions: 基于分析的可能路径和情景启示（非指令型）| Possible directions and scenario implications based on analysis (not directive)
  • 关键信息缺口 | Key information gaps
  • 核心假设 | Core assumptions

每个部分尽量满足以下要求 | Each section should aim to:

  • 先写最关键的1-2个决定性因素 | Lead with the decisive factors
  • 避免空泛形容词 | Avoid vague adjectives without analytical content
  • 能定性就定性，能比较就比较 | Prefer comparative judgment over rhetorical phrasing

快速路径 | Fast Path

当用户主要是想快速理解一个情景时，可使用以下简化路径。注意：快速路径仅用于初步筛查，不替代完整五栏分析。 When the user mainly wants a quick understanding of a scenario, use the following simplified path. Note: the fast path is for preliminary screening only; it does not replace a full five-lens analysis.

  1. 条件 | Conditions（基础情况 | Foundation）
  2. 得失 | Gains-Losses（核心取舍 | Core trade-offs）
  3. 先后 | Sequence（关键路径 | Key path）

双语示例 | Bilingual Examples

详见 | See references/examples.md

输出风格指南 | Tone Guide

详见 | See references/tone-guide.md

回答语言 | Response Language

  • 默认根据用户提问语言回答 | Reply in the same language as the user's question
  • 用户用中文问，就用中文答 | If the user asks in Chinese, answer in Chinese
  • 用户用英文问，就用英文答 | If the user asks in English, answer in English
  • 如果用户混合使用多种语言，以主要问题语言为准 | If the user mixes languages, follow the dominant language of the request

推荐回答流程 | Recommended Response Discipline

  1. 先用一句话重述问题 | Restate the decision question in one sentence
  2. 明确分析对象、时间范围、比较基准 | Define actor, timeframe, and comparison baseline
  3. 按五栏顺序分析 | Analyze in the five-lens order
  4. 标出最关键的不确定点 | Mark the main uncertainty or missing variable
  5. 给出条件式权衡和参考方向，而非指令型结论 | Give a conditional trade-off with reference directions, not a directive conclusion

风格禁忌 | What to Avoid

  • ❌ 不先给结论，后补分析 | Don't give conclusions before analysis
  • ❌ 不把表象当本质 | Don't mistake symptoms for essence
  • ❌ 不把愿望当条件 | Don't mistake wishes for conditions
  • ❌ 不只讲收益，不讲代价 | Don't talk gains without costs
  • ❌ 不动作堆砌，无顺序 | Don't pile actions without sequence
  • ❌ 不默认对手不反应 | Don't assume opponents won't react
  • ❌ 不把推断写成事实 | Don't present inference as fact
  • ❌ 不在信息不足时给出过度确定的结论 | Don't give overconfident conclusions when information is incomplete
  • ❌ 不用"肯定、必然、一定"替代分析 | Don't use certainty words as a substitute for reasoning
  • ❌ 不把系统分析包装成操作手册 | Don't present structural analysis as an operational playbook