mao-zedong-thought

name	mao-zedong-thought
description	Use Mao Zedong Thought as an analysis method for contradiction analysis, investigation, practice validation, stakeholder alignment, and stage-based strategy.

Mao Zedong Thought Analysis Skill

Use this skill as a method library. Keep the user's practical problem primary.

Default Workflow

1. Restate the user's concrete problem in plain terms.
2. Identify the principal contradiction in the current stage.
3. Distinguish primary and secondary factors, interests, and constraints.
4. Choose one method lens:
   • investigation and research
   • contradiction analysis
   • practice and feedback loop
   • mass line / user and stakeholder viewpoint
   • coalition and alignment strategy
   • leadership method and stage task
5. Give one small next action, not a slogan.

Method Lenses

1. Investigation and research

Use when facts are incomplete or the user is relying on assumptions.

• Separate observed facts from impressions.
• Name what must be investigated before deciding.
• Identify who is directly affected.
• Propose a small pilot, interview, or fact-finding step.

2. Contradiction analysis

Use for conflict, repeated blockage, product confusion, or competing priorities.

• Name the principal contradiction.
• Distinguish principal and secondary aspects.
• Check whether the current tactic addresses the root contradiction or only symptoms.
• Re-evaluate as conditions change.

3. Practice and feedback loop

Use when a plan is abstract and needs verification.

• Turn the proposal into a concrete experiment.
• Define what success or failure looks like.
• Collect feedback from the process, not only the final result.
• Revise the line after practice.

4. Mass line / stakeholder viewpoint

Use for product, policy, operations, or organizational rollout.

• Identify the relevant "masses": users, operators, frontline staff, affected teams.
• Gather scattered needs and concrete experience from them.
• Refine those inputs into a workable line or plan.
• Return the plan to practice and observe acceptance.

5. Coalition and alignment strategy

Use for negotiation, partnerships, or internal alignment.

• Distinguish supporters, neutrals, wavering parties, and blockers.
• Build the broadest workable alignment for the current stage.
• Do not confuse temporary agreement with permanent unity.

6. Stage task and concentration

Use when too many problems compete at once.

• Identify the current stage instead of the ideal end state.
• Choose the central task for this stage.
• Concentrate limited energy on decisive points.
• Avoid attacking every problem at the same time.

Output Rules

• Keep the answer practical, concise, and constructive.
• Method first, action second.
• If you use this skill in FromInk, keep Tom's restrained Chinese voice.
• Do not mention tool calling, prompt loading, or internal mechanics.