| name | macgyver-mode |
| description | Force creative solutions using only the resources already available — no new budget, no new hires, no new tools, no new anything. Use when the user is stuck because they think they need something they don't have, when budget is zero, when time is short, when "we can't afford to" is the refrain, or when the obvious next step is "get more resources" and that's not an option. Also triggers on "I have no budget," "we're working with what we've got," "what can I do with what I have," "we can't hire anyone," "bootstrap this," or any moment where constraints feel like the problem but might actually be the solution. Works on any problem in any domain — strategy, engineering, science, policy, design, education, medicine, law, research. The best ideas in history were built from leftovers. This skill forces you to inventory what's already in the room and build from that — nothing else. |
MacGyver Mode
You don't need more resources.
You need to see the resources you already have.
Apollo 13 was saved with duct tape,
plastic bags, and spare socks.
The Moser Bottle Light illuminates
millions of homes in developing countries
using a plastic bottle, water, and bleach.
Velcro was invented because someone
looked at the burrs stuck to his dog
and saw a fastening mechanism
instead of a nuisance.
The pattern is always the same:
someone with nothing
looked at what they had
and saw what it could become
instead of what it was.
Every other skill in this stack
generates ideas without constraint.
This skill generates ideas
with the hardest constraint there is:
you can only use what already exists.
That constraint isn't a limitation.
It's the mechanism.
Constraints force recombination.
Recombination produces novelty.
The fewer options you have,
the more creative the combinations become,
because the obvious ones run out
and the interesting ones are all that's left.
How It Works
Three steps.
- Inventory — List everything you actually have
- Reframe — See each resource for what it could be, not what it is
- Combine — Force unexpected connections between inventory items
Step 1: Inventory
Before you solve anything,
take stock of what's in the room.
Not what you wish you had.
Not what you'd buy if you could.
What you have. Right now. Today.
Most people skip this step entirely.
They jump straight from "what's the problem?"
to "what do we need to get?"
The inventory forces a different starting point:
"what do we already have
that we might not be using?"
Inventory categories:
These shift by domain, but the structural question
is always the same: what's already here?
People and expertise
Who do you have access to?
Not just staff or employees — anyone.
Colleagues, advisors, collaborators,
former team members, students,
community members, volunteers,
people who care about this work
and would help if asked.
What skills do they have
that you're not currently using?
What relationships do they have
that you haven't tapped?
Existing audience or constituency
Who already pays attention?
Users, subscribers, members,
patients, students, citizens,
community participants, alumni,
people who showed up once
and never came back
but are still technically reachable.
How many? Where? How engaged?
Knowledge and content
What have you already created or collected?
Publications, datasets, research,
curricula, documentation, frameworks,
presentations, recorded sessions,
internal documents, reports,
things you know how to do
that other people would value learning.
What's sitting in your archives
that could be repurposed?
Technology, tools, and infrastructure
What systems, platforms, and tools
do you already have access to?
What's already set up and running?
What are you paying for
but only using 10% of?
What equipment sits idle?
What software has features
you've never explored?
Relationships and partnerships
Who already knows you?
Who owes you a favor?
Who would take your call?
Who do you have a warm introduction to?
What organizations, institutions, or communities
are you already connected to?
Physical assets and spaces
What spaces do you have access to?
What equipment do you own or share?
What materials are lying around?
What facilities go underused
at certain hours or seasons?
Budget already flowing
What funding or revenue already exists?
What budget line items could be redirected?
What are you spending resources on
that isn't working and could be reallocated?
Credibility, reputation, and trust
What are you known for?
What do people trust you to do?
What would people believe you could pull off?
What authority do you carry
that you're not currently deploying?
List everything.
Be specific. Not "we have a website."
Instead: "we have a website with 4,200 monthly visitors,
a blog with 47 posts,
and an email list of 1,800 people
with a 28% open rate."
Not "we have a lab."
Instead: "we have a lab with two unused PCR machines,
a postdoc who's between projects for three weeks,
and a dataset from last year's pilot
that we only analyzed for the primary outcome."
Not "we have a school."
Instead: "we have 34 teachers, a gym that's empty
after 4pm, a parent volunteer list of 200 families,
and a partnership with the local library
that nobody's used since 2019."
The specificity matters
because vague resources suggest vague ideas.
Specific resources suggest specific combinations.
Step 2: Reframe
Now look at each item on your inventory
and ask:
"What else could this be?"
Every resource has a default use —
the thing it was created for.
But every resource also has
three or four non-default uses
that nobody considers
because the default is so obvious.
An email list is not just a broadcast channel.
It's a survey tool (ask them what they want).
It's a sales channel (sell directly).
It's a recruitment tool (hire from your audience).
It's a research panel (test ideas before building).
A podcast is not just content.
It's a networking tool (invite people you want to meet).
It's a sales conversation disguised as an interview.
It's a content library that can be
chopped into 50 social posts.
An unused dataset is not just a file on a server.
It's a secondary analysis waiting to happen.
It's preliminary data for a grant application.
It's a teaching tool for a methods class.
It's leverage for a collaboration
("we already have the data, do you want to partner?").
A gym that's empty after 4pm is not just a gym.
It's a community event space.
It's a tutoring center.
It's a weekend workshop venue.
It's a partnership asset
("we can offer you free space if you teach a class").
A former colleague is not just someone you used to work with.
They're a potential partner, collaborator,
advisor, co-author, introducer,
or the person who knows the person
you actually need to reach.
A negative result is not just a failed experiment.
It's a methods paper.
It's a cautionary tale for the field.
It's the preliminary evidence
that an alternative approach is needed.
For each item in your inventory,
list 2-3 non-default uses.
Don't evaluate whether they're good.
Just name them.
The reframe is where the creative magic happens.
When you see a dataset as a collaboration asset
instead of a failed project,
entirely different strategies become possible
without spending a dollar.
Step 3: Combine
Now generate ideas
that use ONLY items from your inventory —
but in combinations that aren't obvious.
The rule: Every idea must use
at least two inventory items together
in a way they haven't been used before.
This is the constraint that forces novelty.
One resource used in its default way
is just business as usual.
Two resources combined in a new way
is an invention built from scraps.
How to force combinations:
Pick two items from your inventory
that seem to have nothing to do with each other.
Ask: "What happens if I combine these?"
Email list + podcast backlog =
a 5-day email course built from
your best podcast episodes,
repackaged as a free onboarding sequence
that turns subscribers into listeners.
Unused dataset + underemployed postdoc =
a secondary analysis paper
that generates a publication,
provides preliminary data for the next grant,
and gives the postdoc first-author credit.
Empty gym + parent volunteer list =
a weekly community skills exchange
where parents teach what they know
(cooking, coding, music, tax prep)
and the school becomes a hub
instead of a building kids leave at 3pm.
Negative trial results + partner institution =
a jointly authored paper
on what doesn't work and why,
positioning both institutions
as the honest brokers in the field
and attracting collaborators
who are tired of only seeing positive results.
Generate 8-10 combination ideas.
Each one must draw from the actual inventory.
No new resources allowed.
If an idea requires something
that's not on the inventory list,
it doesn't belong in this session.
The Constraint Is the Feature
Most brainstorming says
"imagine you had unlimited resources."
This skill says the opposite:
"imagine you had exactly what you have
and nothing else. Now solve it."
The unlimited-resources brainstorm
produces ideas that sound great
and require things you don't have.
The inventory-constrained brainstorm
produces ideas that might sound scrappier
but can be executed Tuesday.
Scrappy and real
beats elegant and hypothetical
every single time.
The Apollo 13 engineers
didn't brainstorm the ideal CO2 scrubber.
They dumped the contents
of the spacecraft onto a table and said:
"What can we build with this?"
That question — asked honestly,
with real inventory in front of you —
is the most powerful creative prompt there is.
When to Use This Skill
Use it when:
- Budget is zero or nearly zero
- The user says "we can't afford to..."
or "if only we had..."
- Resources are genuinely constrained
(startup, solo founder, small team,
underfunded lab, bootstrapped nonprofit,
understaffed classroom,
between funding rounds or grant cycles)
- The obvious next step is "go get more stuff"
and that's not possible or not fast enough
- A team has been requesting resources
instead of recombining existing ones
- Someone needs to ship something this week
with no new investment
Use it as a reality check when:
- Wild to Mild has produced exciting
Altitude 3-4 ideas that need resources
the user doesn't have.
Run MacGyver Mode to ask:
"Is there a version of this
built from what we already have?"
Don't use it when:
- The user genuinely needs new resources
and has the budget or authority to get them
(don't force scrappiness when investment is right)
- The problem is conceptual, not resource-constrained
(use Think Wrong or the Guilford Engine instead)
- The user is in pure exploration mode
and constraints would narrow too early
Relationship to Other Skills
After Wild to Mild:
Wild to Mild produces ideas at four altitudes.
The Stretch and Moonshot ideas
often require new resources.
MacGyver Mode takes those ideas and asks:
"Is there a version of this
that uses only what's already here?"
Sometimes the Monday Morning version
of a Moonshot idea
is hiding in the inventory.
After Strip Down:
Extract the desire.
Then inventory what you have.
Then solve the desire
with only the inventory.
The desire keeps ideas on-target.
The inventory keeps ideas executable.
After Blind Spot Scan:
The Blind Spot Scan's Dimension 2
is "what resources already exist?"
MacGyver Mode takes that dimension
and turns it into a full generation method.
If the Blind Spot Scan reveals
that existing resources are being ignored,
MacGyver Mode is the skill
that forces ideas to use them.
Complements Bad on Purpose:
Bad on Purpose removes the quality filter.
MacGyver Mode adds a resource filter.
Running them together —
"generate the worst ideas
using only what's in the room" —
produces extremely unexpected combinations
because both filters (quality and resources)
are operating in unusual directions.
Before the Anti-Homogeneity Check:
MacGyver Mode ideas tend to cluster
around the specific inventory available.
Run the Anti-Homogeneity Check afterward
to make sure the ideas are diverse
within the constraint,
not just ten versions of
"use the same resource differently."
This is the most practical skill in the stack.
Every other skill pushes toward
more creative, more divergent,
more ambitious ideas.
This one pushes toward
the most creative thing you can do
with exactly what you have
and nothing more.
Sometimes that's worth more
than any moonshot.
