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remove unused csv columns from cis

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Brian Madison 2025-10-28 19:17:44 -05:00
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commit d9c7980b1d
3 changed files with 7 additions and 7 deletions
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2
src/modules/cis/workflows/design-thinking/design-methods.csv
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phase,method_name,description,facilitation_prompts,best_for,complexity,typical_duration
phase,method_name,description,facilitation_prompts
empathize,User Interviews,Conduct deep conversations to understand user needs experiences and pain points through active listening,What brings you here today?|Walk me through a recent experience|What frustrates you most?|What would make this easier?|Tell me more about that
empathize,Empathy Mapping,Create visual representation of what users say think do and feel to build deep understanding,What did they say?|What might they be thinking?|What actions did they take?|What emotions surfaced?
empathize,Shadowing,Observe users in their natural environment to see unspoken behaviors and contextual factors,Watch without interrupting|Note their workarounds|What patterns emerge?|What do they not say?

1 phase,method_name,description,facilitation_prompts,best_for,complexity,typical_duration phase method_name description facilitation_prompts
2 empathize,User Interviews,Conduct deep conversations to understand user needs experiences and pain points through active listening,What brings you here today?|Walk me through a recent experience|What frustrates you most?|What would make this easier?|Tell me more about that empathize User Interviews Conduct deep conversations to understand user needs experiences and pain points through active listening What brings you here today?|Walk me through a recent experience|What frustrates you most?|What would make this easier?|Tell me more about that
3 empathize,Empathy Mapping,Create visual representation of what users say think do and feel to build deep understanding,What did they say?|What might they be thinking?|What actions did they take?|What emotions surfaced? empathize Empathy Mapping Create visual representation of what users say think do and feel to build deep understanding What did they say?|What might they be thinking?|What actions did they take?|What emotions surfaced?
4 empathize,Shadowing,Observe users in their natural environment to see unspoken behaviors and contextual factors,Watch without interrupting|Note their workarounds|What patterns emerge?|What do they not say? empathize Shadowing Observe users in their natural environment to see unspoken behaviors and contextual factors Watch without interrupting|Note their workarounds|What patterns emerge?|What do they not say?

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src/modules/cis/workflows/innovation-strategy/innovation-frameworks.csv
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category,framework_name,description,key_questions,best_for,complexity,typical_duration
category,framework_name,description,key_questions
disruption,Disruptive Innovation Theory,Identify how new entrants use simpler cheaper solutions to overtake incumbents by serving overlooked segments,Who are non-consumers?|What's good enough for them?|What incumbent weakness exists?|How could simple beat sophisticated?|What market entry point exists?
disruption,Jobs to be Done,Uncover customer jobs and the solutions they hire to make progress - reveals unmet needs competitors miss,What job are customers hiring this for?|What progress do they seek?|What alternatives do they use?|What frustrations exist?|What would fire this solution?
disruption,Blue Ocean Strategy,Create uncontested market space by making competition irrelevant through value innovation,What factors can we eliminate?|What should we reduce?|What can we raise?|What should we create?|Where is the blue ocean?

1 category,framework_name,description,key_questions,best_for,complexity,typical_duration category framework_name description key_questions
2 disruption,Disruptive Innovation Theory,Identify how new entrants use simpler cheaper solutions to overtake incumbents by serving overlooked segments,Who are non-consumers?|What's good enough for them?|What incumbent weakness exists?|How could simple beat sophisticated?|What market entry point exists? disruption Disruptive Innovation Theory Identify how new entrants use simpler cheaper solutions to overtake incumbents by serving overlooked segments Who are non-consumers?|What's good enough for them?|What incumbent weakness exists?|How could simple beat sophisticated?|What market entry point exists?
3 disruption,Jobs to be Done,Uncover customer jobs and the solutions they hire to make progress - reveals unmet needs competitors miss,What job are customers hiring this for?|What progress do they seek?|What alternatives do they use?|What frustrations exist?|What would fire this solution? disruption Jobs to be Done Uncover customer jobs and the solutions they hire to make progress - reveals unmet needs competitors miss What job are customers hiring this for?|What progress do they seek?|What alternatives do they use?|What frustrations exist?|What would fire this solution?
4 disruption,Blue Ocean Strategy,Create uncontested market space by making competition irrelevant through value innovation,What factors can we eliminate?|What should we reduce?|What can we raise?|What should we create?|Where is the blue ocean? disruption Blue Ocean Strategy Create uncontested market space by making competition irrelevant through value innovation What factors can we eliminate?|What should we reduce?|What can we raise?|What should we create?|Where is the blue ocean?

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src/modules/cis/workflows/problem-solving/solving-methods.csv
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category,method_name,description,facilitation_prompts,best_for,complexity,typical_duration
diagnosis,Five Whys Root Cause,Drill down through layers of symptoms to uncover true root cause by asking why five times,Why did this happen?|Why is that the case?|Why does that occur?|What's beneath that?|What's the root cause?,linear-causation,simple,10-15
diagnosis,Fishbone Diagram,Map all potential causes across categories - people process materials equipment environment - to systematically explore cause space,What people factors contribute?|What process issues?|What material problems?|What equipment factors?|What environmental conditions?,complex-multi-factor,moderate,20-30
diagnosis,Problem Statement Refinement,Transform vague complaints into precise actionable problem statements that focus solution effort,What exactly is wrong?|Who is affected and how?|When and where does it occur?|What's the gap between current and desired?|What makes this a problem?,problem-framing,simple,10-15
diagnosis,Is/Is Not Analysis,Define problem boundaries by contrasting where problem exists vs doesn't exist to narrow investigation,Where does problem occur?|Where doesn't it?|When does it happen?|When doesn't it?|Who experiences it?|Who doesn't?|What pattern emerges?,pattern-identification,simple,15-20
category,method_name,description,facilitation_prompts
diagnosis,Five Whys Root Cause,Drill down through layers of symptoms to uncover true root cause by asking why five times,Why did this happen?|Why is that the case?|Why does that occur?|What's beneath that?|What's the root cause?
diagnosis,Fishbone Diagram,Map all potential causes across categories - people process materials equipment environment - to systematically explore cause space,What people factors contribute?|What process issues?|What material problems?|What equipment factors?|What environmental conditions?
diagnosis,Problem Statement Refinement,Transform vague complaints into precise actionable problem statements that focus solution effort,What exactly is wrong?|Who is affected and how?|When and where does it occur?|What's the gap between current and desired?|What makes this a problem?
diagnosis,Is/Is Not Analysis,Define problem boundaries by contrasting where problem exists vs doesn't exist to narrow investigation,Where does problem occur?|Where doesn't it?|When does it happen?|When doesn't it?|Who experiences it?|Who doesn't?|What pattern emerges?
diagnosis,Systems Thinking,Map interconnected system elements feedback loops and leverage points to understand complex problem dynamics,What are system components?|What relationships exist?|What feedback loops?|What delays occur?|Where are leverage points?
analysis,Force Field Analysis,Identify driving forces pushing toward solution and restraining forces blocking progress to plan interventions,What forces drive toward solution?|What forces resist change?|Which are strongest?|Which can we influence?|What's the strategy?
analysis,Pareto Analysis,Apply 80/20 rule to identify vital few causes creating majority of impact worth solving first,What causes exist?|What's the frequency or impact of each?|What's the cumulative impact?|What vital few drive 80%?|Focus where?

1 category,method_name,description,facilitation_prompts,best_for,complexity,typical_duration category method_name description facilitation_prompts
2 diagnosis,Five Whys Root Cause,Drill down through layers of symptoms to uncover true root cause by asking why five times,Why did this happen?|Why is that the case?|Why does that occur?|What's beneath that?|What's the root cause?,linear-causation,simple,10-15 diagnosis Five Whys Root Cause Drill down through layers of symptoms to uncover true root cause by asking why five times Why did this happen?|Why is that the case?|Why does that occur?|What's beneath that?|What's the root cause?
3 diagnosis,Fishbone Diagram,Map all potential causes across categories - people process materials equipment environment - to systematically explore cause space,What people factors contribute?|What process issues?|What material problems?|What equipment factors?|What environmental conditions?,complex-multi-factor,moderate,20-30 diagnosis Fishbone Diagram Map all potential causes across categories - people process materials equipment environment - to systematically explore cause space What people factors contribute?|What process issues?|What material problems?|What equipment factors?|What environmental conditions?
4 diagnosis,Problem Statement Refinement,Transform vague complaints into precise actionable problem statements that focus solution effort,What exactly is wrong?|Who is affected and how?|When and where does it occur?|What's the gap between current and desired?|What makes this a problem?,problem-framing,simple,10-15 diagnosis Problem Statement Refinement Transform vague complaints into precise actionable problem statements that focus solution effort What exactly is wrong?|Who is affected and how?|When and where does it occur?|What's the gap between current and desired?|What makes this a problem?
5 diagnosis,Is/Is Not Analysis,Define problem boundaries by contrasting where problem exists vs doesn't exist to narrow investigation,Where does problem occur?|Where doesn't it?|When does it happen?|When doesn't it?|Who experiences it?|Who doesn't?|What pattern emerges?,pattern-identification,simple,15-20 diagnosis Is/Is Not Analysis Define problem boundaries by contrasting where problem exists vs doesn't exist to narrow investigation Where does problem occur?|Where doesn't it?|When does it happen?|When doesn't it?|Who experiences it?|Who doesn't?|What pattern emerges?
6 diagnosis,Systems Thinking,Map interconnected system elements feedback loops and leverage points to understand complex problem dynamics,What are system components?|What relationships exist?|What feedback loops?|What delays occur?|Where are leverage points? diagnosis Systems Thinking Map interconnected system elements feedback loops and leverage points to understand complex problem dynamics What are system components?|What relationships exist?|What feedback loops?|What delays occur?|Where are leverage points?
7 analysis,Force Field Analysis,Identify driving forces pushing toward solution and restraining forces blocking progress to plan interventions,What forces drive toward solution?|What forces resist change?|Which are strongest?|Which can we influence?|What's the strategy? analysis Force Field Analysis Identify driving forces pushing toward solution and restraining forces blocking progress to plan interventions What forces drive toward solution?|What forces resist change?|Which are strongest?|Which can we influence?|What's the strategy?
8 analysis,Pareto Analysis,Apply 80/20 rule to identify vital few causes creating majority of impact worth solving first,What causes exist?|What's the frequency or impact of each?|What's the cumulative impact?|What vital few drive 80%?|Focus where? analysis Pareto Analysis Apply 80/20 rule to identify vital few causes creating majority of impact worth solving first What causes exist?|What's the frequency or impact of each?|What's the cumulative impact?|What vital few drive 80%?|Focus where?