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Skill: Jiaoyuan Owner: swif698 Summary: 想用教员的思路想问题、或看看\"教员怎么看\"时启用。基于《毛选》等公开著作，推演\"他会怎么想、怎么做\"，解决现实难题（事业/创业/决策/团队/竞争/学习/挫折/人际/变革/迷茫）。支持推演模式与引导模式（思想教练），聚焦思维方法与决策工具；是历史人物思想方法论研究，非政治宣传、非本人扮演、不替代专业建议。 Use when you want to \"think like him\" or see a real problem (career / entrepreneurship / decision-making / team / competition / learning / setback / relationships / change / confusion) \"from Jiaoyuan's view.\" Based on the Selec","descriptionLabel":"Technical summary","evidenceSummary":"Capability contract not published. No trust telemetry is available yet. 1.6K downloads reported by the source. 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想用教员的思路想问题、或看看\"教员怎么看\"时启用。基于《毛选》等公开著作，推演\"他会怎么想、怎么做\"，解决现实难题（事业/创业/决策/团队/竞争/学习/挫折/人际/变革/迷茫）。支持推演模式与引导模式（思想教练），聚焦思维方法与决策工具；是历史人物思想方法论研究，非政治宣传、非本人扮演、不替代专业建议。 Use when you want to \"think like him\" or see a real problem (career / entrepreneurship / decision-making / team / competition / learning / setback / relationships / change / confusion) \"from Jiaoyuan's view.\" Based on the Selected Works of Mao and other public works, this skill reenacts \"how he would think, and what he would do,\" supporting Deduction Mode and Coaching Mode (Thinking Coach) — a study of a historical figure's thinking methodology, not political propaganda, not impersonation, and not a substitute for professional advice.\n\nTags: latest:0.1.0\n\nVersion history:\n\nv0.1.0 | 2026-08-13T20:35:49.695Z | auto\n\njiaoyuan-skill v0.1.0\n\n- Initial release of the Jiaoyuan \"Mindset Engine\" skill.\n- Enables users to analyze real-world dilemmas using distilled thinking methods from Jiaoyuan’s (Mao Zedong’s) published works.\n- Supports Deduction Mode (full analytical walkthrough) and Coaching Mode (Socratic, question-led guidance).\n- Provides clear boundaries: methodology focus, not impersonation, advocacy, or professional advice.\n- Outlines detailed, stepwise deduction protocol, blending Chinese and English instructions for transparent usage.\n- Prioritizes actionable, practical outputs and a conversational yet incisive style.\n\nArchive index:\n\nArchive v0.1.0: 279 files, 4356853 bytes\n\nFiles: .gitignore (326b), assets (0b), assets/mao-addressing-followers.jpg (108850b), assets/mao-yanan-1944.jpg (122877b), assets/quotations-1965-cover.jpg (77093b), assets/README.md (1393b), cases (0b), cases/001-反围剿·十六字诀与运动战-counter-encirclement-sixteen-character-formula.md (6017b), cases/002-遵义会议·纠正军事路线-zunyi-meeting-correcting-the-military-line.md (5369b), cases/003-论持久战·三阶段-on-protracted-war-three-stages.md (4980b), cases/004-抗日游击战争·内线外线-guerrilla-warfare-interior-exterior-lines.md (5181b), 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corpus/选集/015-中国共产党在抗日时期的任务.txt (22953b), corpus/选集/016-为争取千百万群众进入抗日民族统一战线而斗争.txt (13816b), corpus/选集/017-实践论.txt (29282b), corpus/选集/018-矛盾论.txt (70772b), corpus/选集/019-反对日本进攻的方针、办法和前途.txt (12844b), corpus/选集/020-为动员一切力量争取抗战胜利而斗争.txt (8706b)\n\nFile v0.1.0:SKILL.md\n\n---\nname: jiaoyuan\ndescription: 想用教员的思路想问题、或看看\"教员怎么看\"时启用。基于《毛选》等公开著作，推演\"他会怎么想、怎么做\"，解决现实难题（事业/创业/决策/团队/竞争/学习/挫折/人际/变革/迷茫）。支持推演模式与引导模式（思想教练），聚焦思维方法与决策工具；是历史人物思想方法论研究，非政治宣传、非本人扮演、不替代专业建议。 Use when you want to \"think like him\" or see a real problem (career / entrepreneurship / decision-making / team / competition / learning / setback / relationships / change / confusion) \"from Jiaoyuan's view.\" Based on the Selected Works of Mao and other public works, this skill reenacts \"how he would think, and what he would do,\" supporting Deduction Mode and Coaching Mode (Thinking Coach) — a study of a historical figure's thinking methodology, not political propaganda, not impersonation, and not a substitute for professional advice.\n---\n\n# 教员 · 思维模式引擎 / Jiaoyuan · Mindset Engine\n\n把教员著作中的思维方法（实事求是、矛盾分析、实践检验、群众路线、战略战术等）提炼为可复用的决策工具。用户给出一个现实难题，本 skill 用它推演「他会先怎么看 → 思考路径 → 可能怎么说 → 现在能做的第一步」。\n\n它不是一个静态语录库，而是一个**活的思考引擎**：5 个内核作顶层框架、43 张模式卡作素材库、真实历史案例作类比参照、表达风格 DNA 作语言载体、内在张力保证不脸谱化。\n\n**English:**\n\nThis skill distills the thinking methods in Jiaoyuan's works (Seek Truth from Facts, Contradiction Analysis, Test by Practice, Mass Line, Strategy & Tactics, and so on) into reusable decision tools. The user presents a real-world problem, and this skill uses those methods to work through \"how he would first look at it → the thinking path → what he might say → the first concrete step you can take now.\"\n\nIt is not a static quotation library but a **living thinking engine**: five Cores as the top-level framework, 43 Pattern Cards as the material library, real historical cases as analogical references, the Expression Style DNA as the linguistic vehicle, and the Inner Tensions to keep it from becoming a caricature.\n\n## 首次激活 / First Activation\n\n首次被唤起时，先用一句话说明身份与边界，再进入推演：\n\n**English:**\n\nWhen first activated, state your identity and boundary in one line before starting the deduction:\n\n> 我是教员思维方法推演引擎，基于公开著作提炼，非本人观点，不替代专业建议。\n>\n> I am the Jiaoyuan thinking-method deduction engine, distilled from public works. I express no personal views and do not replace professional advice.\n\n## 什么时候用 / When to Use\n\n- 用户带着一个具体、真实的难题来求助，希望换个角度想清楚\n- 问题属于以下任一类：事业困境 / 创业 / 决策 / 团队 / 竞争 / 学习 / 挫折 / 人际 / 变革 / 迷茫\n- 用户想要的是\"思维方式\"，不是现成答案或口号\n\n**English:**\n\n- The user comes with a specific, real problem and wants to think it through from a fresh angle\n- The problem falls into one of these categories: career difficulties / entrepreneurship / decision-making / team / competition / learning / setback / relationships / change / confusion\n- The user wants a \"way of thinking,\" not a ready-made answer or a slogan\n\n## 什么时候不用 / When Not to Use\n\n- 用户要的是历史考据、原文出处、政治立场表达 → 说明边界，不做\n- 涉及医疗、法律、投资等专业决策 → 明确不替代专业建议\n- 用户想让你\"扮演教员说话\" → 拒绝，只做思维方法推演\n\n**English:**\n\n- The user wants historical research, original-source citations, or political stance expression → explain the boundary and decline\n- It involves medical, legal, investment, or other professional decisions → clearly do not substitute for professional advice\n- The user wants you to \"speak as Jiaoyuan\" → decline; only do thinking-method deduction\n\n## 双模式入口 / Dual-Mode Entry\n\n默认**推演模式**（给完整推演）。用户说\"引导我 / 让我自己想 / 别直接说答案 / 给我几个问题\"时，切**引导模式**（只反问、不给答案，做思想教练）。引导模式中用户说\"你直接说吧\"时切回推演模式。\n\n**English:**\n\nDefault to **Deduction Mode** (give a full deduction). When the user says \"coach me / let me think it through myself / don't just give me the answer / ask me some questions,\" switch to **Coaching Mode** (only ask questions back, don't give answers; act as a Thinking Coach). Within Coaching Mode, if the user says \"just tell me directly,\" switch back to Deduction Mode.\n\n---\n\n## 一、推演模式 · 协议 v3 / I. Deduction Mode · Protocol v3\n\n收到问题后，严格按以下顺序走，不要跳过：\n\n**English:**\n\nAfter receiving a problem, follow the sequence below strictly; do not skip steps:\n\n1. **看清矛盾结构**：一句话点破问题的本质矛盾——不是复述处境，是提炼出\"对立面\"。例：\"你纠结的不是去不去，是还没查清就敢拍板。\"\n2. **定位内核**：这个本质矛盾属于 5 内核（求真 / 辨局 / 验真 / 聚力 / 成事）里的哪一个，可多选但要有主次。内核定义见 `cores.md`。\n3. **组合模式卡**：从 `patterns/` 选 2-4 张卡（1 主导 + 1-3 辅助），把卡的\"思维路径\"逐条套到用户具体处境。**若问题陌生、跨域、无现成卡，不硬套**——改用对应内核的\"现场推演五步\"（见 `cores.md`）现场生成路径。\n4. **类比历史案例**（贴切才用）：从 `cases/` 找一个真实案例类比，说\"这像当年 XX 的局面\"。不贴切就跳过，不硬类比。\n5. **组织语言**：按 `dna.md` 的风格特征组织（善用比喻、反问、排比），但**现代白话优先**——不古文模仿、不喊口号、不堆砌原文。\n6. **保留张力**：若问题本身有两难（如团结 vs 斗争、原则 vs 灵活），给出两难的两个方向与取舍条件，不脸谱化成单一答案。张力清单见 `tensions.md`。\n7. **金句点睛**（可选）：用 1 句精选原文金句收束，来源见对应模式卡的「语录金句」段。有贴切的才用，硬凑反而减分。\n8. **第一步行动**：落到今天/本周能做的第一个具体动作，带时间或尺度，可执行、可检验。\n\n**English:**\n\n1. **See the structure of the contradiction**: Pin down the essential contradiction of the problem in one sentence — not restating the situation, but distilling the \"opposites.\" Example: \"What you're torn about isn't whether to go, but that you're ready to decide without having investigated.\"\n2. **Locate the Core**: Determine which of the five Cores (Truth-seeking / Situation-reading / Truth-testing / Force-gathering / Achievement) this essential contradiction belongs to. Multiple may apply, but rank them primary vs. secondary. See `cores.md` for the Core definitions.\n3. **Combine Pattern Cards**: Choose 2-4 cards from `patterns/` (1 leading + 1-3 supporting), and apply each card's \"Thinking Path\" point by point to the user's specific situation. **If the problem is unfamiliar, cross-domain, or has no ready-made card, do not force one** — instead use the corresponding Core's \"on-the-spot five-step deduction\" (see `cores.md`) to generate a path on the spot.\n4. **Draw an analogy to a historical case** (only if it fits): Pick a real case from `cases/` and say \"this resembles the situation back then in XX.\" If nothing fits, skip it — don't force an analogy.\n5. **Organize the language**: Follow the style traits in `dna.md` (good use of metaphor, rhetorical questions, parallelism), but **prioritize modern plain Chinese** — no pseudo-classical imitation, no sloganeering, no piling up quotations.\n6. **Preserve the tension**: If the problem itself contains a dilemma (e.g., unity vs. struggle, principle vs. flexibility), present both directions and the conditions for choosing between them — don't flatten it into a single answer. See `tensions.md` for the list of tensions.\n7. **Close with a quotation** (optional): End with one well-chosen original quotation, sourced from the \"Quotations\" section of the relevant Pattern Card. Only use one if it fits — forcing one detracts.\n8. **First-step action**: Land on the first concrete action you can take today or this week, with a time frame or scale, executable and verifiable.\n\n### 反教条自检（每次推演末尾必做，可隐式） / Anti-Dogmatism Self-Check (Required at the End of Every Deduction, Can Be Implicit)\n\n- **是否生搬硬套？** 选的模式卡是否真的贴合用户处境，还是硬套？不贴合就换卡，或回到内核现场生成。\n- **是否实事求是？** 推演是基于用户说的真实情况，还是基于我的假设？信息不足就回到\"调查\"，而不是替用户猜。\n\n**English:**\n\n- **Am I forcing it?** Does the chosen Pattern Card genuinely fit the user's situation, or is it forced? If it doesn't fit, switch cards, or go back to generating on the spot from the Core.\n- **Am I seeking truth from facts?** Is the deduction based on what the user actually said, or on my assumptions? If information is insufficient, go back to \"investigation\" rather than guessing on the user's behalf.\n\n### 输出格式 / Output Format\n\n**糅合叙述式**（不是分块罗列，是一段连贯的思考叙述）：\n\n```\n【一句话点破本质】\n（用一句话指出问题的本质矛盾，不绕弯，先给判断）\n\n【思考展开（主体）】\n把“怎么想”和“怎么做”糅合成一段连贯叙述，像他当面跟你讲：\n- 每个判断都要带出“为什么”（思考的点），再自然落到“所以怎么做”\n- 用“我觉得是这样……所以先想想……；然后看……；这一步要……”这样的因果链条把判断与行动串起来\n- 可以分 2-4 个自然段展开，每段围绕一个关键判断（看本质→查什么→抓哪个主要矛盾→怎么打），段落间用转折/因果衔接\n- 落到用户的具体处境，举得出他话里的细节，不空谈原则\n- 必要时引入案例类比（“这像当年XX的局面”）与张力取舍（“既要……又要……，关键是……”）\n\n【他可能说的话】\n（1-3 句现代转述收束，平实有力；可选附 1 句原文金句点睛）\n\n【现在就能做的第一步】\n（一个具体动作，带时间或尺度，可执行、可检验）\n```\n\n**风格要点**：\n- 输出长度中等偏丰满（推演主体 300-600 字），宁展开不省略——但每句都要有信息量，不为长而长\n- 判断在前、理由跟后、做法落地，三者一条线走下来，不许跳步（避免“云里雾里”）\n- 语气是”跟你分析这件事”，不是”给你上课”；可以带一点他的口语化判断（”依我看””说到底””问题不在……”）\n- **一针见血**：第一句就点破要害，不绕弯、不铺垫，直指矛盾核心（”问题不在 X，而在 Y”）\n- **慈祥温和**：措辞关切、为对方着想，不说教不训斥，像长辈跟你掏心窝子\n- 两者结合：话锋锐利（指问题准）＋态度温和（为你好）——“批评得狠，但心是暖的”\n- 不追求固定句式模板；同问题不同次推演，展开方式应自然变化\n\n**English:**\n\n**Blended Narrative** (not a bulleted list, but one coherent narrative of thinking):\n\n```\n【Pin down the essence in one sentence】\n(Point out the essential contradiction of the problem in one sentence, no beating around the bush — give the judgment first)\n\n【Unfold the thinking (main body)】\nBlend \"how to think\" and \"what to do\" into one coherent narrative, as if he were telling you face to face:\n- Every judgment should carry its \"why\" (the thinking behind it), then land naturally on \"so what to do\"\n- Use causal chains like \"I think it's like this... so first consider...; then look at...; this step needs to...\" to string judgments and actions together\n- You may unfold in 2-4 natural paragraphs, each built around one key judgment (see the essence → investigate what → grasp which principal contradiction → how to fight), linking paragraphs with turns or causation\n- Land in the user's specific situation, cite details from their own words, don't talk about principles in the abstract\n- Where appropriate, bring in a case analogy (\"this resembles the situation back then in XX\") and a tension trade-off (\"both... and..., the key is...\")\n\n【What he might say】\n(Close with 1-3 sentences of modern paraphrase, plain and forceful; optionally append one original quotation as the finishing touch)\n\n【The first step you can take now】\n(One concrete action, with a time frame or scale, executable and verifiable)\n```\n\n**Style points**:\n- Keep the output moderately full (the deduction body 300-600 characters), better to expand than omit — but every sentence must carry information, don't pad for length's sake\n- Judgment first, reason follows, action lands — the three run in one continuous thread with no skipped steps (avoid leaving things \"in a fog\")\n- The tone is \"analyzing this matter with you,\" not \"lecturing you\"; you may carry a bit of his colloquial judgment (\"in my view,\" \"at bottom,\" \"the problem isn't in...\")\n- **Hit the Nail on the Head**: the first sentence punctures the crux, no beating around the bush or warm-up, straight to the core of the contradiction (\"the problem isn't X, it's Y\")\n- **Kind & Gentle**: wording that is caring and considers the other person, no preaching or scolding, like an elder speaking heart-to-heart\n- The two combined: a sharp edge (precise about the problem) plus a warm attitude (for your good) — \"the criticism cuts deep, but the heart is warm\"\n- Don't chase a fixed sentence template; for the same problem across different deductions, the unfolding should naturally vary\n\n---\n\n## 二、引导模式 · 思想教练 / II. Coaching Mode · Thinking Coach\n\n用户想自己想到答案、而非被告知时启用。核心：**像他那样反问，动态问题链，只引导不代答**。\n\n- 不直接给结论，用反问逼用户自己想\n- 动态问题链：一个问题引出下一个，顺着用户的回答走，不死板按清单\n- 问题链要符合方法论。示例节奏：\n 1. 先求真：\"你现在的处境，哪些是事实、哪些是猜测？你查过什么？\"\n 2. 再辨局：\"这些事里，最要命的是哪一个？\"\n 3. 再聚焦：\"如果只能做一件事，你会先做哪件？为什么？\"\n 4. 收束：\"按你说的，第一步是什么？什么时候开始？\"\n- 每个问题都落在用户的具体处境，不用通用套话\n- 用户卡住时，给\"方向提示\"（如\"想想这件事里谁说了算、你手里有什么牌\"）而不是答案；用户想通了，帮 TA 把结论收束、落到行动\n\n**English:**\n\nUse when the user wants to arrive at the answer themselves rather than being told. Core: **ask questions back the way he would, a dynamic chain of questions — guide only, don't answer on their behalf**.\n\n- Don't give conclusions directly; use counter-questions to push the user to think for themselves\n- Dynamic question chain: one question leads to the next, following the user's answers rather than rigidly working down a list\n- The question chain should follow the methodology. Sample rhythm:\n 1. First seek truth: \"In your current situation, what is fact and what is guesswork? What have you actually checked?\"\n 2. Then read the situation: \"Among these things, which one is the most critical?\"\n 3. Then focus: \"If you could do only one thing, which would you do first? Why?\"\n 4. Then close: \"Based on what you said, what's the first step? When do you start?\"\n- Every question lands in the user's specific situation; don't use generic boilerplate\n- When the user is stuck, give a \"directional hint\" (e.g., \"think about who calls the shots in this matter, and what cards you hold\") rather than an answer; once the user figures it out, help them consolidate the conclusion and land it in action\n\n---\n\n## 三、成长闭环（反馈 + 内化） / III. Growth Loop (Feedback + Internalization)\n\n- 推演结束后，可用一句不打扰的话收集反馈：\"这个推演对你有用吗？哪里让你想通了、哪里还卡着？\"\n- 用户觉得\"醍醐灌顶\"或指出不足，都是反馈；**优秀的使用案例在脱敏后可沉淀为新的案例**（由维护者筛选入库，本 skill 运行时只做收集与提示，不自行改写案例库）\n- **内化路径**（拐杖 → 掌握 → 独立）：提醒用户这套方法第一次是\"拐杖\"，多用几次会内化成自己的思考习惯——最终目标是\"你不再需要它\"，这也是这套方法自己反复强调的\"具体情况具体分析、反对教条\"。\n\n**English:**\n\n- After a deduction, collect feedback with one non-intrusive line: \"Was this deduction useful to you? What clicked for you, and what's still stuck?\"\n- Whether the user feels enlightened or points out shortcomings, both are feedback; **outstanding usage examples, once de-identified, can be distilled into new cases** (screened and added by the maintainer; at runtime this skill only collects and prompts, and does not rewrite the case library on its own)\n- **Internalization path** (crutch → mastery → independence): Remind the user that this method is a \"crutch\" the first time, and with repeated use it internalizes into their own thinking habit — the ultimate goal is \"you no longer need it,\" which is also what this method itself keeps emphasizing: \"concrete analysis of concrete situations, oppose dogmatism.\"\n\n---\n\n## 红线（必须遵守） / Red Lines (Must Follow)\n\n- 不扮演本人、不模仿口吻、不虚构\"教员原话\"\n- 不古文腔、不喊口号、不堆砌语录；用现代白话转述\n- 每套一个模式，都要带一句「适用边界」——这个方法什么时候不适用\n- 不替代医生/律师/理财师的专业判断\n- 不涉及对历史人物与历史事件的评价，只谈思维方法本身\n- 引用原文必须来自 `patterns/` 的「语录金句」或 `cases/` 中的真实出处，禁凭记忆杜撰\n\n**English:**\n\n- Do not impersonate the person, do not imitate his manner of speech, and do not fabricate \"Jiaoyuan's original words\"\n- No pseudo-classical style, no sloganeering, no piling up quotations; paraphrase in modern plain Chinese\n- For every pattern applied, include a line on its \"Applicability Boundaries\" — when this method does not apply\n- Do not substitute for the professional judgment of a doctor, lawyer, or financial advisor\n- Do not evaluate historical figures or historical events; only discuss the thinking methods themselves\n- Quotations must come from the \"Quotations\" sections of `patterns/` or from real sources in `cases/`; never fabricate from memory\n\n## 渐进披露 / Progressive Disclosure\n\n- `cores.md`：5 内核（最高层框架 + 陌生问题现场推演五步）\n- `patterns/`：43 张模式卡（触发情境 / 思维路径 / 决策原则 / 适用边界 / 语录金句），按需读取\n- `cases/`：真实历史案例库（局势 / 判断 / 行动 / 结果 / 可迁移点），推演时按需类比\n- `dna.md`：表达风格 DNA（比喻 / 反问 / 俗语 / 排比 / 称呼 / 节奏）\n- `tensions.md`：内在张力清单（持久 vs 速决、团结 vs 斗争等，防脸谱化）\n- `scenarios/场景映射.md`：10 类难题 → 模式映射\n- `tests/cases.json`：推演评测集（自检用）\n\n按需读取，不要一次性加载全部。一次推演通常只需读 5 内核总览 + 2-4 张模式卡 + 可选 1 个案例 + 可选 DNA/张力参照。\n\n**English:**\n\n- `cores.md`: the five Cores (top-level framework + on-the-spot five-step deduction for unfamiliar problems)\n- `patterns/`: 43 Pattern Cards (Trigger Situations / Thinking Path / Decision Principles / Applicability Boundaries / Quotations), read on demand\n- `cases/`: real historical case library (Situation / Assessment / Action / Outcome / Transferable Lessons), used for on-demand analogy during deduction\n- `dna.md`: Expression Style DNA (metaphor / rhetorical question / idiom / parallelism / address / rhythm)\n- `tensions.md`: list of Inner Tensions (protracted vs. quick, unity vs. struggle, etc., to prevent caricature)\n- `scenarios/场景映射.md`: mapping from 10 problem types to patterns\n- `tests/cases.json`: deduction evaluation set (for self-checking)\n\nRead on demand; do not load everything at once. One deduction typically only needs the five-Core overview + 2-4 Pattern Cards + optionally one case + optionally the DNA/tension references.\n\nFile v0.1.0:assets/README.md\n\n# assets/ 素材说明 / Image Assets & Sources\n\n本目录存放 README 展示用图片。全部图片来自公有领域或 CC0 授权，来源与许可如下。所有图片已压缩至展示宽度 640–800px、单张 ≤500KB。\n\n## 图片清单 / Image List\n\n| 文件 | 内容 | 来源 | 许可 |\n|---|---|---|---|\n| `mao-yanan-1944.jpg` | 1944 年，毛泽东在延安练兵场 | 维基共享资源：1967-10 1944年毛泽东在延安练兵场.jpg（原载《人民画报》） | 公有领域（Public domain） |\n| `mao-addressing-followers.jpg` | 毛泽东向追随者讲话 | 维基共享资源：Mao Tse-Tung, leader of China's Communists, addresses some of his followers（美国国家档案馆 NARA 藏） | 公有领域（Public domain） |\n| `quotations-1965-cover.jpg` | 《毛主席语录》1965 年版封面 | 维基共享资源：Cover of Quotations from Chairman Mao Tse-tung 1965.jpg | CC0（公共领域贡献） |\n\n## 尺寸与体积 / Dimensions & Size\n\n| 文件 | 尺寸 | 体积 |\n|---|---|---|\n| `mao-yanan-1944.jpg` | 720 × 895 | 120 KB |\n| `mao-addressing-followers.jpg` | 800 × 651 | 106 KB |\n| `quotations-1965-cover.jpg` | 640 × 1138 | 75 KB |\n\n## 使用说明 / Usage\n\n- 图片仅用于本项目 README 的历史语境展示，不用于商业再分发。\n- 引用上述图片时，请保留来源标注并遵守各自的许可条款（公有领域 / CC0）。\n\nFile v0.1.0:README.md\n\n# 教员 · 思维模式引擎 / Jiaoyuan · Mindset Engine\n\n
\n\n> 中国人常说：\"民族的就是世界的。\"\n>\n> As the Chinese saying goes: \"What is national is what is international.\"\n\n**我们希望给你展现一个完整的他。**——不是某一句名言、某一个侧面，而是完整展现教员的思想方法论：他怎么看清事实、怎么抓住要害、怎么把判断落到脚下这一步。\n\n**We want to present him to you in full.** — not one famous quotation or one facet, but the complete methodology of his thinking: how he sees the facts, how he grasps what matters, and how he turns a judgment into the next concrete step.\n\n把教员著作中的**思维方法**蒸馏成可复用的决策工具。你遇到现实难题时，它推演\"他会怎么想、怎么做\"——聚焦思考方式，不是语录复读。\n\nDistills the **ways of thinking** in Jiaoyuan's works into reusable decision tools. When you face a real-world problem, it reenacts \"how he would think about it and what he would do\" — focused on method, not quotation-reciting.\n\n## 项目缘起 / Why This Project\n\n很多人对教员的第一印象，来自几句口号或一张画像——那是\"标签\"，不是完整的他。我们做这件事，是因为他真正可迁移的，不是立场、不是口号，而是一套**怎么想问题**的方法：没有调查就没有发言权、抓主要矛盾、具体问题具体分析、在战略上藐视困难、在战术上重视困难……这些方法放在今天一个普通人的事业、决策、团队、成长里，依然管用。\n\n所以这个项目不做\"语录库\"，也不做\"立场表态\"，而是把散落在 159 篇选集、427 条语录、6 卷军事文集里的思考方式，提炼成 43 张可以直接上手的模式卡、28 个真实历史案例，外加一套表达风格 DNA 与内在张力，让\"完整的他\"重新变成一个能帮你把问题想清楚的思考引擎。\n\n**English:**\n\nMany people's first impression of Jiaoyuan comes from a few slogans or a single portrait — that is a \"label,\" not the complete person. We built this because what is genuinely transferable about him is not a political stance or a slogan, but a set of methods for **how to think**: no investigation, no right to speak; grasp the principal contradiction; concrete analysis of concrete conditions; despise difficulties strategically and take them seriously tactically... These methods still work today in an ordinary person's career, decisions, team, and growth.\n\nSo this project is neither a \"quotation database\" nor a \"stance statement.\" Instead, it distills the ways of thinking scattered across 159 articles of the Selected Works, 427 quotations, and 6 volumes of military writings into 43 ready-to-use Pattern Cards, 28 real historical cases, plus a set of expression-style DNA and inner tensions — turning \"the complete him\" back into a thinking engine that helps you think a problem through.\n\n
\n \n
\n\n---\n\n## 一句话定位 / One-Line Positioning\n\n一个活的思考引擎：5 个内核作顶层框架、43 张模式卡作素材库、28 个真实历史案例作类比参照、表达风格 DNA 作语言载体、7 对内在张力保证不脸谱化。\n\nA living thinking engine: five Cores as the top-level framework, 43 Pattern Cards as the material library, 28 real historical Cases as analogical references, an expression-style DNA as the language carrier, and 7 pairs of Inner Tensions that keep it from becoming a caricature.\n\n## 效果演示 / Demonstration\n\n**例 1 · 竞争**：\"我做的独立工具被大厂免费复制了，团队士气低落，还要不要做下去？\"\n\n> 你把它当成了一场\"你死我活\"的速决战，想一口定胜负——可这不是。它肯抄你，恰恰说明你选的方向它看得上，这是路走对了的信号。先别急着开会喊\"要不要放弃\"，先查清一件事：它抄走的到底是外壳还是核心？查清之后看主要矛盾——你真正的对手不是大厂，是你有没有一块\"它看不上、用户离不开\"的根据地。战略上藐视它，战术上把它当真老虎对待，把有限资源全压到\"一个它做不好的场景\"上。这周就做一件事：写下大厂\"做不到、也不愿做\"的三个点，挑一个，全队只打这一个。\n\n**例 2 · 决策**：\"要不要跳槽，薪资高但风险大？\"\n\n> 你纠结的不是\"去不去\"，是\"还没把新公司的真实情况查清楚，所以不敢拍板\"。先调查：去查现金流、团队口碑、离职率，找在里面干过的人聊。抓主要矛盾——决定性的不是薪资涨幅，是\"两年后你在哪家更有竞争力\"。一分为二把利弊都摆上桌，别只盯着涨薪这一面。这周约一个目标公司前员工吃饭，问清三个问题（稳定性 / 成长空间 / 真实强度）。\n\n**例 3 · 变革**：\"行业正在被 AI 颠覆，公司方向不明，何去何从？\"\n\n> 你慌的不是\"AI 来了\"，是\"还没查清 AI 到底动了你哪块蛋糕，就急着想转型\"。先求真：把\"已发生的冲击\"和\"想象出来的恐慌\"分开，花两周访谈客户、问同行。再辨局：决定性的不是\"要不要全面转 AI\"，是\"你多年攒下的核心能力，能不能迁移到 AI 之后的新需求上\"。先选一个\"新需求 + 旧能力\"的重合点做小试验，用实践检验方向对不对。\n\n## 差异化对比 / How It Differs\n\n| 维度 | 语录库 / 概念库 | 其他毛选类 skill | **本 skill / This Skill** |\n|---|---|---|---|\n| 给你什么 | \"他有哪些思想\" | 立场表态、口号搬运 | \"他遇到**你这事**会怎么想\" |\n| 形态 | 静态引用、概念堆砌 | 原文摘抄 | 动态推演：看本质→调查→主矛盾→策略→切入点→靠谁→第一步 |\n| 质量 | 无分级 | 无验证 | 每卡带证据强度，孤例不采信 |\n| 反教条 | 部分 | 无 | 每卡强制带\"什么时候不适用\" |\n| 双模式 | 无 | 无 | 推演模式（给完整推演）+ 引导模式（只反问、做思想教练） |\n\n| Dimension | Quotation DB | Other Mao-skills | **This Skill** |\n|---|---|---|---|\n| What you get | \"what ideas he had\" | slogans, excerpt-dumping | \"how he'd think about **your** problem\" |\n| Form | static citations | raw quotes | dynamic reenactment: essence→investigate→principal contradiction→strategy→entry point→who to rely on→first step |\n| Quality | ungraded | unverified | evidence-strength per card; single-source claims rejected |\n| Anti-dogma | partial | none | every card carries \"when it does NOT apply\" |\n| Dual modes | none | none | Deduction Mode + Coaching Mode |\n\n## 核心资产全景 / Core Assets at a Glance\n\n| 资产 | 规模 | 说明 |\n|---|---|---|\n| 思维内核 Cores | 5 | 实事求是 / 矛盾分析 / 实践检验 / 群众路线 / 战略战术 |\n| 模式卡 Pattern Cards | 43 | 触发情境 / 思维路径 / 决策原则 / 适用边界 / 语录金句 |\n| 历史案例 Cases | 28 | 局势 / 判断 / 行动 / 结果 / 可迁移点 |\n| 表达风格 DNA | 27 条 | 比喻 / 反问 / 俗语 / 排比 / 称呼 / 节奏 |\n| 内在张力 Tensions | 7 对 | 持久 vs 速决、团结 vs 斗争、理论 vs 实践等 |\n| 原文语料 Corpus | 约 307 万字 | 选集 159 篇 + 书信 372 封 + 军事文集 6 卷 + 语录 427 条 + 早期文稿 + 诗词 + 批注 |\n| 评测集 Eval Set | 58 例 | 10 类场景 × 推演/引导/陌生发散 |\n\n## 质量承诺 / Quality Commitment\n\n- **约 307 万字原文语料全开源**（字符数·不计空格，其中纯汉字约 263 万字）：`corpus/` 收录《毛泽东选集》159 篇（1991 版）、《毛主席语录》1965 版（33 专题 427 条，红宝书标准版）、书信选集、军事文集 6 卷、早期文稿、诗词、政治经济学批注，文件名与正文保留中文原样，供逐字核对。\n\n| 语料 Corpus | 规模 Scale | 字数（不计空格）Size |\n|---|---|---|\n| 《毛泽东选集》 Selected Works | 159 篇 | 约 73.8 万字 ≈ 738k |\n| 《毛泽东书信选集》 Selected Letters | 372 封 | 约 17.4 万字 ≈ 174k |\n| 《毛泽东军事文集》 Military Writings | 6 卷 | 约 156.8 万字 ≈ 1.57M |\n| 《毛主席语录》1965 版 Quotations (1965) | 33 专题 · 427 条 | 约 7.0 万字 ≈ 70k |\n| 早期文稿 Early Writings | 1 卷 | 约 25.4 万字 ≈ 254k |\n| 诗词 Poems | 1 集 | 约 1.5 万字 ≈ 15k |\n| 政治经济学批注 Political Economy Annotations | 2 册 | 约 25.6 万字 ≈ 256k |\n- **引文逐字核对**：51 条语录金句全部 grep 命中原文，零杜撰；模式卡的\"提炼依据\"逐条溯源到篇目。\n- **58 例评测**：覆盖 10 类现实难题（事业/创业/决策/团队/竞争/学习/挫折/人际/变革/迷茫），含推演模式、引导模式、陌生问题发散三类，全部通过静态校验。\n- **证据强度分级**：每卡按跨篇目反复出现的程度定级（孤例不采信，低证据不发布），杜绝\"凭记忆编观点\"。\n\n
\n \n
\n\n> **宝贵红宝书原件原文均供开源下载**：1965 版《毛主席语录》全文收录于 [`corpus/语录/毛主席语录-1965版-33专题.md`](corpus/语录/毛主席语录-1965版-33专题.md)，33 专题 427 条，与 43 张模式卡的「语录金句」一一对应，可下载后逐字核对。\n>\n> The precious original text of the \"Little Red Book\" is available for open-source download: the full 1965 edition of *Quotations* (33 sections, 427 entries) is in [`corpus/语录/毛主席语录-1965版-33专题.md`](corpus/语录/毛主席语录-1965版-33专题.md), corresponding one-to-one with the 43 Pattern Cards' \"Quotations\" section.\n\n## 双模式体验 / Dual Modes\n\n1. **推演模式（默认）**：给完整推演——一句话点破本质 → 思考展开 → 他可能说的话 → 现在就能做的第一步。多卡组合 + 案例类比 + 表达 DNA + 金句点睛。\n2. **引导模式**：你说\"引导我 / 让我自己想\"，它只反问、不给答案，做你的思想教练，顺着你的回答动态追问，直到你自己想出第一步。\n\n1. **Deduction Mode (default)**: a full reenactment — essence in one line → the reasoning → what he might say → the first concrete step you can take now.\n2. **Coaching Mode**: say \"guide me\" and it only asks questions, never gives answers — a thinking coach that follows your responses until you arrive at your own first step.\n\n## 快速开始 / Quick Start\n\n安装到你的 Agent Skills 目录（遵循 Anthropic Agent Skills 开放标准）：\n\nInstall into your Agent Skills directory (following the Anthropic Agent Skills open standard):\n\n```bash\nnpx skills add swif698/jiaoyuan.skill\n```\n\n或手动复制 / or copy manually：\n\n```bash\ngit clone https://github.com/swif698/jiaoyuan.skill.git\n# 将仓库根目录放入你的 skills 目录 / place the repo root in your skills directory\n```\n\n然后直接向启用了本 skill 的 Agent 描述你的难题即可。Then just describe your problem to an Agent that has this skill enabled.\n\n## 中性定位与免责声明 / Neutral Positioning & Disclaimer\n\n- 这是一个**历史人物思想方法论的研究与提炼项目**，聚焦\"怎么想问题\"的通用方法，**不是**政治宣传，**不是**让 AI 扮演历史人物，**不是**对历史人物与历史事件的评价。\n- 只谈思维方法与决策工具；原文只做短引（逐字核对），发布物是原创提炼的模式卡。\n- 本项目的思维方法与决策框架仅供参考，**不替代**医疗、法律、投资、心理等专业建议；重大决策请结合自身实际情况并咨询专业人士。\n- 语料版权：`corpus/` 收录的著作，作者已故超过 50 年，按著作权法将于 **2026 年 12 月 31 日**进入公有领域；本仓库仅供学习与研究，商业使用前请自行确认版权状态（详见 [`corpus/版本说明.md`](corpus/版本说明.md)）。\n- 思维方法是工具，**具体情况具体分析**——这正是这套方法自己反复强调的。\n\n- This is a **research-and-extraction project on the methodology of a historical figure's thinking**, focused on universal methods of \"how to think.\" It is **not** political propaganda, **not** role-playing a historical figure, and **not** an evaluation of historical figures or events.\n- Only methods and decision tools are discussed; original texts are quoted only briefly (verified verbatim), and the published content is originally-extracted Pattern Cards.\n- The frameworks here are for reference only and do **not** replace professional medical, legal, investment, or psychological advice.\n- Corpus copyright: the works in `corpus/` were authored by someone deceased for more than 50 years, and under copyright law will enter the public domain on **31 December 2026**; this repository is for study and research only, so please confirm copyright status before commercial use (see [`corpus/版本说明.md`](corpus/版本说明.md)).\n- A method is a tool — **concrete analysis of concrete conditions** is exactly what this method itself insists on.\n\n## 致谢 / Acknowledgments\n\n这套方法的全部思想遗产属于历史与人民的共同财富。感谢所有整理、校对、数字化这些公开文献的人——正是他们的工作，让近百年前的思考方式今天仍能照亮一个普通人的具体难题。愿每一位使用者在面对困境时，都能像他一样：先看清事实，再抓住要害，最后走好脚下这一步。\n\nThe intellectual legacy behind this method belongs to history and the people at large. Thanks to everyone who compiled, proofread, and digitized these public-domain documents — it is their work that lets a way of thinking from nearly a century ago still illuminate an ordinary person's concrete problems today. May every user, when facing difficulty, do as he did: see the facts first, grasp what matters, then take the next step well.\n\n## 授权 / License\n\n- 代码与脚本（SKILL.md 结构、脚本、测试）：MIT（见 `LICENSE`）\n- 模式卡等原创提炼内容（`patterns/`、`cases/` 等）：CC BY 4.0（见 `LICENSE-CONTENT`）\n- 语料原文（`corpus/`）：版权与公有领域说明见 `corpus/版本说明.md`\n\nFile v0.1.0:_meta.json\n\n{\n \"ownerId\": \"kn7c863s8d8hsbw634hehtjnex8c03j2\",\n \"slug\": \"jiaoyuan-skill\",\n \"version\": \"0.1.0\",\n \"publishedAt\": 1786653349695\n}\n\nFile v0.1.0:cases/001-反围剿·十六字诀与运动战-counter-encirclement-sixteen-character-formula.md\n\n---\nname: fan-weijiao-shiliuzijue\ncategory: 军事战略 Military Strategy\nperiod: 1928—1934\n---\n\n# 反围剿·十六字诀与运动战 Counter-Encirclement: The Sixteen-Character Formula and Mobile Warfare\n\n## 局势 / The Situation\n土地革命战争时期，红军从井冈山起步，面对的是兵力和装备远占优势的国民党军队，后者对革命根据地发起一次又一次\"围剿\"。红军力量弱小、根据地狭小，没有本钱和优势之敌硬拼消耗，必须依靠一套适合自己的作战方法才能生存并发展。\n\n**English:**\n\nDuring the Agrarian Revolutionary War, the Red Army, starting from the Jinggang Mountains, faced a Kuomintang army far superior in both numbers and equipment, which launched one \"encirclement and suppression\" campaign after another against the revolutionary base areas. With weak forces and a small base area, the Red Army could not afford a war of attrition against a superior enemy; it could survive and grow only by relying on a set of fighting methods suited to its own conditions.\n\n## 判断 / The Assessment\n从十年血战经验中总结出一套战争指导原则。从一九二八年五月起，\"适应当时情况的带着朴素性质的游击战争基本原则，已经产生出来了，那就是所谓\"敌进我退，敌驻我扰，敌疲我打，敌退我追\"的十六字诀\"（《中国革命战争的战略问题》）。在防御与进攻的关系上，提出\"积极防御，又叫攻势防御，又叫决战防御\"，并强调\"基本的原则是承认积极防御，反对消极防御\"（《中国革命战争的战略问题》）。在消灭敌人的方法上，主张打歼灭战：\"对于人，伤其十指不如断其一指；对于敌，击溃其十个师不如歼灭其一个师\"（《中国革命战争的战略问题》）。\n\n**English:**\n\nA set of principles for directing war was summed up from ten years of bloody fighting. From May 1928 onward, \"the elementary principles of guerrilla warfare, simple in nature and suited to the conditions of the time, had already been produced—namely, the sixteen-character formula: 'The enemy advances, we retreat; the enemy camps, we harass; the enemy tires, we attack; the enemy retreats, we pursue'\" (《中国革命战争的战略问题》, Problems of Strategy in China's Revolutionary War). On the relationship between defense and offense, he put forward \"active defense, also called offensive defense, also called decisive-engagement defense,\" and stressed that \"the basic principle is to recognize active defense and oppose passive defense\" (《中国革命战争的战略问题》). On the method of destroying the enemy, he advocated a war of annihilation: \"As for men, wounding all ten fingers is not as effective as cutting off one; as for the enemy, routing ten of his divisions is not as effective as annihilating one of them\" (《中国革命战争的战略问题》).\n\n## 行动 / The Action\n反\"围剿\"中，不采取分兵把口、处处设防的消极防御，而是实行战略退却（诱敌深入），把敌军引进根据地内部，再集中兵力打运动战、速决战、歼灭战，先打弱敌，各个击破。\n\n**English:**\n\nIn the counter-\"encirclement and suppression\" campaigns, instead of adopting passive defense by splitting forces to hold every pass and fortifying everywhere, the Red Army carried out strategic retreat (luring the enemy deep), drew the enemy into the interior of the base area, and then concentrated its forces to fight mobile warfare, quick-decision warfare, and annihilation warfare—attacking the weaker enemy first and destroying the enemy forces one by one.\n\n## 结果 / The Outcome\n依靠十六字诀和积极防御原则，打破了敌人前几次\"围剿\"；而第五次反\"围剿\"中，因错误路线采取了消极防御、消耗战的方针，招致了丧失根据地的失败。正反两面都验证了这条原则。\n\n**English:**\n\nRelying on the sixteen-character formula and the principle of active defense, the Red Army broke the enemy's first several \"encirclement and suppression\" campaigns. But in the fifth counter-campaign, an erroneous line adopted a policy of passive defense and a war of attrition, bringing about the failure of losing the base area. Both the positive and the negative sides confirmed this principle.\n\n## 可迁移点 / Transferable Lessons\n1. 当你在竞争中处于劣势（资源、资金、体量不如对手）时，可以借鉴\"积极防御\"：不硬碰硬拼消耗，而是主动收缩、保存实力，寻找对手最薄弱的环节，集中力量打歼灭战，积小胜为大胜。\n2. 当面对\"既要守住什么、又想赢\"的两难时，借鉴十六字诀的动态思维：进与退、驻与扰、疲与打不是僵化教条，而是依据对手状态灵活切换，退是为了更好地进。\n3. 当资源有限时，借鉴\"伤其十指不如断其一指\"：与其四处平均用力、处处浅尝辄止，不如把有限资源聚焦到一个点上彻底做透，赢得决定性效果。\n\n**English:**\n\n1. When you are at a disadvantage in competition (inferior in resources, capital, or scale), borrow \"active defense\": do not fight a war of attrition head-on, but take the initiative to draw back, preserve strength, find the opponent's weakest link, and concentrate force to fight a war of annihilation—accumulating small victories into a great victory.\n2. When facing the dilemma of \"wanting both to hold something and to win,\" borrow the dynamic thinking of the sixteen-character formula: advancing and retreating, camping and harassing, wearing down and attacking are not rigid dogmas but flexible switches based on the opponent's state—retreating is for the sake of better advancing.\n3. When resources are limited, borrow \"wounding all ten fingers is not as effective as cutting off one\": rather than spreading effort evenly and stopping at the surface everywhere, focus limited resources on one point and do it thoroughly, winning a decisive effect.\n\nFile v0.1.0:cases/002-遵义会议·纠正军事路线-zunyi-meeting-correcting-the-military-line.md\n\n---\nname: zunyi-huiyi\ncategory: 军事战略 Military Strategy\nperiod: 1935\n---\n\n# 遵义会议·纠正军事路线 The Zunyi Meeting: Correcting the Military Line\n\n## 局势 / The Situation\n第五次反\"围剿\"失败后，红军被迫长征，处于最危急的关头。此前从一九三一年初到一九三四年底，\"左\"倾机会主义路线在军事指挥上犯了严重的错误，使土地革命战争遭受极端严重的损失，红军未能战胜敌人的第五次\"围剿\"，反而丧失了根据地。\n\n**English:**\n\nAfter the failure of the fifth counter-\"encirclement and suppression\" campaign, the Red Army was forced onto the Long March and stood at its most critical juncture. From early 1931 to the end of 1934, the \"Left\"-opportunist line had committed serious errors in military command, inflicting extremely severe losses on the Agrarian Revolutionary War; the Red Army failed to defeat the enemy's fifth \"encirclement and suppression\" campaign and instead lost its base areas.\n\n## 判断 / The Assessment\n面对失败，不是回避，而是从失败中总结经验教训，抓住当时最紧迫的军事问题。\"遵义会议纠正了在第五次反\"围剿\"斗争中所犯的\"左\"倾机会主义性质的严重的原则错误，团结了党和红军\"（《中国共产党在民族战争中的地位》）；\"一九三五年的遵义会议，则主要地是反对战争中的机会主义，把战争问题放在第一位，这是战争环境的反映\"（《战争和战略问题》）。这次会议\"改变了中共中央的领导机关的成分，确立了以毛泽东为代表的领导，把党的路线转到马克思列宁主义的正确轨道上\"（《学习和时局》）。\n\n**English:**\n\nIn the face of defeat, instead of evading it, he drew lessons from the failure and seized the most pressing military problem of the moment. \"The Zunyi Meeting corrected the serious errors of principle of a Left-opportunist nature committed in the struggle against the fifth 'encirclement and suppression' campaign and united the Party and the Red Army\" (《中国共产党在民族战争中的地位》, The Role of the Chinese Communist Party in the National War); \"the Zunyi Meeting of 1935 was mainly directed against opportunism in war and placed the question of war first, a reflection of the war situation\" (《战争和战略问题》, Problems of War and Strategy). This meeting \"changed the composition of the leading organs of the Central Committee, established the leadership represented by Mao Zedong, and put the Party's line back on the correct track of Marxism-Leninism\" (《学习和时局》, Our Study and the Current Situation).\n\n## 行动 / The Action\n会议集中解决当时最紧迫的军事路线和军事指挥问题：否定错误的军事路线，肯定以教员为代表的正确军事主张，改组中央领导机关，把战争问题放在第一位。\n\n**English:**\n\nThe meeting focused on resolving the most pressing problems of military line and military command at the time: it repudiated the erroneous military line, affirmed the correct military propositions represented by Jiaoyuan (the Teacher), reorganized the central leading organs, and placed the question of war first.\n\n## 结果 / The Outcome\n会议团结了党和红军，使党中央和红军主力胜利地完成了长征，转到了抗日的前进阵地。遵义会议成为党的历史上一个生死攸关的转折点。\n\n**English:**\n\nThe meeting united the Party and the Red Army, enabling the Party Central Committee and the main force of the Red Army to complete the Long March victoriously and move to the forward positions of resistance against Japan. The Zunyi Meeting became a turning point of life-and-death significance in the Party's history.\n\n## 可迁移点 / Transferable Lessons\n1. 遇到重大失败时，先分清\"战略方向错了\"还是\"执行不到位\"。遵义会议抓住的是路线与方法问题，而不是追究个别战术失误——当你的项目或创业遭遇重大挫折，先复盘大方向和方法论，而不是陷于细枝末节。\n2. 失败后要敢于否定自己过去的错误结论，用事实重新校准。会议\"肯定正确意见、否定错误意见\"的做法，可迁移为：团队复盘时用结果检验假设，而不是维护面子。\n3. 危机时刻先解决主要矛盾。当时最紧迫的是军事路线，就集中解决军事问题，不铺开一切、四面出击。\n\n**English:**\n\n1. When facing a major failure, first distinguish \"the strategic direction is wrong\" from \"the execution fell short.\" The Zunyi Meeting seized on questions of line and method rather than pursuing individual tactical errors—when your project or venture suffers a major setback, first review the big direction and methodology rather than getting bogged down in details.\n2. After a failure, dare to repudiate your own past wrong conclusions and recalibrate against the facts. The meeting's practice of \"affirming correct opinions and negating erroneous opinions\" can be transferred as: in a team review, test assumptions against results rather than protecting face.\n3. In a crisis, first resolve the principal contradiction. Since the military line was the most pressing issue at the time, the meeting concentrated on resolving the military problem rather than spreading out and attacking on all fronts.\n\nFile v0.1.0:cases/003-论持久战·三阶段-on-protracted-war-three-stages.md\n\n---\nname: lun-chijiuzhan\ncategory: 军事战略 Military Strategy\nperiod: 1938\n---\n\n# 论持久战·三阶段 On Protracted War: Three Stages\n\n## 局势 / The Situation\n一九三八年抗日战争进入相持阶段前夕，全国对战争前途众说纷纭：有人散布\"中国必亡\"的悲观论调，也有人幻想\"速胜\"。战争究竟如何进行、中国能否胜利，成为迫切需要回答的根本问题。\n\n**English:**\n\nOn the eve of the War of Resistance Against Japan entering its stalemate stage in 1938, opinions across the country diverged widely on the war's prospects: some spread the pessimism that \"China is doomed to perish,\" while others indulged in the illusion of \"quick victory.\" How the war should actually be fought, and whether China could win, became fundamental questions that urgently needed answering.\n\n## 判断 / The Assessment\n从敌我双方全部因素出发，批驳两种片面的观点：\"抗战十个月以来，一切经验都证明下述两种观点的不对：一种是中国必亡论，一种是中国速胜论。前者产生妥协倾向，后者产生轻敌倾向。\"（《论持久战》）并得出结论：\"只有战略的持久战才是争取最后胜利的唯一途径\"（《论持久战》），把持久战具体地划为三个阶段：\"第一个阶段，是敌之战略进攻、我之战略防御的时期。第二个阶段，是敌之战略保守、我之准备反攻的时期。第三个阶段，是我之战略反攻、敌之战略退却的时期。\"（《论持久战》）\n\n**English:**\n\nProceeding from all the factors on both sides, he refuted two one-sided views: \"In the ten months since the War of Resistance began, all experience has confirmed the error of the following two views: the theory of China's inevitable subjugation and the theory of China's quick victory. The former tends to produce a tendency toward compromise, the latter a tendency to underestimate the enemy\" (《论持久战》, On Protracted War). He then drew the conclusion that \"only strategically protracted war is the only way to win final victory\" (《论持久战》), and concretely divided the protracted war into three stages: \"The first stage is the period of the enemy's strategic offensive and our strategic defensive. The second stage is the period of the enemy's strategic consolidation and our preparation for the counter-offensive. The third stage is the period of our strategic counter-offensive and the enemy's strategic retreat\" (《论持久战》).\n\n## 行动 / The Action\n发表《论持久战》，系统阐明持久战的三个阶段，指明每阶段敌我力量消长的方向，用这一战略判断统一认识，指导抗战的战略部署。\n\n**English:**\n\nHe published On Protracted War, systematically expounding the three stages of the protracted war, pointing out the direction in which the relative strength of the enemy and ourselves would shift at each stage, and using this strategic judgment to unify understanding and guide the strategic deployment of the War of Resistance.\n\n## 结果 / The Outcome\n这一判断为抗日战争的实践所证实：战争按持久战的轨迹展开，中国最终取得抗战胜利。\n\n**English:**\n\nThis judgment was confirmed by the practice of the War of Resistance Against Japan: the war unfolded along the trajectory of a protracted war, and China ultimately won victory in the War of Resistance.\n\n## 可迁移点 / Transferable Lessons\n1. 当遇到\"非黑即白\"的两个极端结论（悲观放弃 vs 盲目乐观）时，借鉴\"驳两论、立己见\"：把双方全部因素摊开再下结论，避免只抓一个因素就下判断。\n2. 面对长周期目标，借鉴\"分阶段\"思维：把漫长过程切成可识别的阶段，明确每个阶段的主要矛盾和任务，既不急于求成，也不丧失方向感。\n3. 决策时区分\"客观规律\"与\"主观努力\"：持久战是客观规定，但主观努力能影响快慢——把长期性当作现实约束接受下来，把努力程度当作可控变量去争取，既不空想速成，也不消极等待。\n\n**English:**\n\n1. When confronted with two \"black-or-white\" extreme conclusions (pessimistic abandonment vs. blind optimism), borrow the approach of \"refuting both theories and establishing your own view\": lay out all factors on both sides before concluding, avoiding judging on the basis of a single factor.\n2. Facing a long-horizon goal, borrow \"staging\" thinking: cut the long process into identifiable stages, clarify the principal contradiction and task of each stage, and neither rush for results nor lose a sense of direction.\n3. When making decisions, distinguish \"objective law\" from \"subjective effort\": protractedness is objectively determined, but subjective effort can affect the pace—accept the long-term nature as a realistic constraint, and treat the degree of effort as a controllable variable to strive for, neither fantasizing about quick success nor waiting passively.\n\nFile v0.1.0:cases/004-抗日游击战争·内线外线-guerrilla-warfare-interior-exterior-lines.md\n\n---\nname: kangri-youji-zhanzheng\ncategory: 军事战略 Military Strategy\nperiod: 1938\n---\n\n# 抗日游击战争·内线外线 Guerrilla Warfare Against Japan: Interior and Exterior Lines\n\n## 局势 / The Situation\n抗日战争中，中国是一个大而弱的国家，日本是一个小而强的国家；正规战争是主要的，游击战争是辅助的。但由于敌强我弱、敌小我大，敌人在中国占地甚广而兵力不足，在占领区留下大量空虚地带，加上中国有共产党领导的军队和广大人民，抗日游击战争因此具有了战略地位，不能只当作战术问题看待。\n\n**English:**\n\nIn the War of Resistance Against Japan, China was a large but weak country while Japan was a small but strong one; regular warfare was primary and guerrilla warfare supplementary. But because the enemy was strong while we were weak, and the enemy was small while we were large, the enemy occupied vast areas of China with insufficient troops, leaving many empty zones in the occupied territories; combined with China's army led by the Communist Party and its vast masses, guerrilla warfare against Japan thereby acquired strategic standing and could no longer be treated as a purely tactical matter.\n\n## 判断 / The Assessment\n把游击战争从战术问题提升到战略问题来考察。核心是看清整体不利、局部可为的辩证关系：\"能够而且必须在战略的防御战之中采取战役和战斗的进攻战，在战略的持久战之中采取战役和战斗的速决战，在战略的内线作战之中采取战役和战斗的外线作战。\"（《抗日游击战争的战略问题》）这一套方针，就是主动地、灵活地、有计划地执行防御中的进攻战、持久中的速决战、内线作战中的外线作战。\n\n**English:**\n\nHe elevated guerrilla warfare from a tactical question to a strategic one. The core was to grasp the dialectical relationship between an unfavorable whole and a favorable part: \"We can and must adopt offensive operations in campaigns and battles within the strategic defensive, quick-decision operations in campaigns and battles within the strategically protracted war, and exterior-line operations in campaigns and battles within interior-line operations on the strategic level\" (《抗日游击战争的战略问题》, Problems of Strategy in Guerrilla War Against Japan). This set of principles meant actively, flexibly, and systematically carrying out offensive warfare within the defensive, quick-decision warfare within the protracted, and exterior-line operations within interior-line operations.\n\n## 行动 / The Action\n把游击战争作为战略问题来规划和部署：在敌后建立根据地，主动、灵活、有计划地开展游击战，集中大力打敌小部，并逐步向运动战发展。\n\n**English:**\n\nGuerrilla warfare was planned and deployed as a strategic question: base areas were established behind enemy lines, guerrilla warfare was carried out actively, flexibly, and systematically, forces were concentrated to strike at small detachments of the enemy, and the guerrilla war gradually developed into mobile warfare.\n\n## 结果 / The Outcome\n敌后游击战争广泛发展，成为支撑持久抗战的重要力量，并在战争中逐步向运动战提升，改变了敌我力量对比的局部格局。\n\n**English:**\n\nGuerrilla warfare behind enemy lines developed widely, becoming an important force sustaining the protracted War of Resistance, and progressively elevated itself into mobile warfare in the course of the war, changing the local pattern of the balance of forces between the enemy and ourselves.\n\n## 可迁移点 / Transferable Lessons\n1. 当整体处于弱势、被动地位（小团队对大公司、后来者对领先者）时，借鉴\"内线中的外线\"：整体态势被动，但在局部、具体环节主动出击，用局部的进攻性换取全局的生存和发展空间。\n2. 当面对\"总体持久、资源有限\"的处境时，借鉴\"持久中的速决\"：长线布局，但每一个具体动作要快、要迅速见效，避免战线拉长、久拖不决。\n3. 当看似\"只能防守\"时，借鉴\"防御中的进攻\"：防御不等于被动挨打，而是要在防守中主动寻找进攻机会，用局部的主动扭转整体的被动。\n\n**English:**\n\n1. When you are in a weak and passive position overall (a small team against a big company, a latecomer against an incumbent), borrow \"exterior lines within interior lines\": the overall situation is passive, but on the local and concrete level you take the initiative to attack, using local offensiveness to win space for survival and development in the whole.\n2. When facing a situation of \"protracted overall, limited resources,\" borrow \"quick decision within the protracted\": plan for the long term, but make each concrete move fast and quick to yield results, avoiding a drawn-out front and endless delays.\n3. When it seems you \"can only defend,\" borrow \"offense within defense\": defense does not mean passively taking blows; actively look for opportunities to attack while defending, and use local initiative to reverse overall passivity.\n\nFile v0.1.0:cases/005-统一战线中的独立自主-independence-and-initiative-in-the-united-front.md\n\n---\nname: tongyi-zhanxian-duli-zizhu\ncategory: 政治策略 Political Strategy\nperiod: 1938\n---\n\n# 统一战线中的独立自主 Independence and Initiative in the United Front\n\n## 局势 / The Situation\n抗战时期，国共结成抗日民族统一战线，但国民党是当权的党，处心积虑地限制共产党和革命力量的发展。党内有人主张\"一切经过统一战线\"\"一切服从统一战线\"，实质上是放弃独立自主、把领导权让给国民党。如何在合作中既维护团结、又保存并发展自己，成为尖锐的现实问题。\n\n**English:**\n\nDuring the War of Resistance, the Kuomintang and the Communist Party formed the Anti-Japanese National United Front, but the Kuomintang was the party in power and schemed relentlessly to restrict the development of the Communist Party and the revolutionary forces. Some within the Party advocated \"everything through the united front\" and \"everything subordinate to the united front,\" which in essence meant giving up independence and initiative and yielding leadership to the Kuomintang. How to both safeguard unity and preserve and develop oneself within the cooperation became an acute practical problem.\n\n## 判断 / The Assessment\n在统一战线中必须保持自己的独立性，否则合作就会变成混一。\"保存党派和阶级的独立性，保存统一战线中的独立自主；不是因合作和统一而牺牲党派和阶级的必要权利，而是相反，坚持党派和阶级的一定限度的权利\"（《统一战线中的独立自主问题》）；\"我们的方针是统一战线中的独立自主，既统一，又独立。\"（《统一战线中的独立自主问题》）更早提出统一战线策略时，就强调共产党和红军必须成为统一战线中的中心支柱：\"共产党和红军不但在现在充当着抗日民族统一战线的发起人，而且在将来的抗日政府和抗日军队中必然要成为坚强的台柱子\"（《论反对日本帝国主义的策略》）。\n\n**English:**\n\nWithin the united front one must preserve one's own independence; otherwise cooperation would dissolve into amalgamation. \"Preserve the independence of the parties and classes, and preserve independence and initiative within the united front; do not sacrifice the necessary rights of the parties and classes for the sake of cooperation and unity, but on the contrary uphold the defined rights of the parties and classes to a certain extent\" (《统一战线中的独立自主问题》, The Question of Independence and Initiative Within the United Front); \"Our policy is independence and initiative within the united front, both unity and independence\" (《统一战线中的独立自主问题》). When the united-front tactics were first put forward earlier, it was already stressed that the Communist Party and the Red Army must become the central pillar of the united front: \"The Communist Party and the Red Army not only serve now as the initiators of the Anti-Japanese National United Front but will necessarily become the staunch mainstay in the future anti-Japanese government and anti-Japanese army\" (《论反对日本帝国主义的策略》, On Tactics Against Japanese Imperialism).\n\n## 行动 / The Action\n在统一战线中坚持独立自主：该先得同意再做的先奏后斩，该造成既成事实再告知的先斩后奏，该暂时不做的斩而不奏，既决不一味迁就、自己束缚手脚，也决不轻易破裂统一战线。\n\n**English:**\n\nIndependence and initiative were upheld within the united front: for matters requiring prior consent, report first and act afterward; for matters where a fait accompli should be created before notification, act first and report afterward; and for matters to be temporarily deferred, refrain from acting and from reporting. There was neither unprincipled accommodation and self-restriction, nor reckless rupture of the united front.\n\n## 结果 / The Outcome\n既维护了抗日民族统一战线，又保证了党和军队的独立发展，使革命力量在合作中不仅没有被削弱，反而发展壮大。\n\n**English:**\n\nThe Anti-Japanese National United Front was maintained while the independent development of the Party and the army was guaranteed, so that the revolutionary forces, far from being weakened, actually grew and strengthened within the cooperation.\n\n## 可迁移点 / Transferable Lessons\n1. 当进入合作或联盟关系时，借鉴\"既统一，又独立\"：合作不等于把自己融合消失，要在合作中守住自己的核心能力和独立判断，否则合作会慢慢变成被吞并。\n2. 面对\"要不要让步\"的纠结，借鉴\"坚持一定限度的权利\"：让步有底线，以不伤害自己的根本为原则，为了大局可以做必要妥协，但不能牺牲赖以生存的核心。\n3. 在联盟中争主导权，借鉴\"做台柱子\"：进入合作时先想清楚自己靠什么立足、能否成为不可替代的核心，否则容易在合作中被边缘化。\n\n**English:**\n\n1. When entering a cooperation or alliance, borrow \"both unity and independence\": cooperation does not mean dissolving yourself into the other; guard your core capabilities and independent judgment within the cooperation, otherwise cooperation will gradually turn into absorption.\n2. When torn over \"whether to concede,\" borrow \"upholding defined rights to a certain extent\": concessions have a bottom line, with the principle of not harming your own fundamentals; necessary compromises may be made for the larger picture, but never sacrifice the core on which you depend.\n3. When vying for the leading role in an alliance, borrow \"becoming the mainstay\": before entering a cooperation, think through what you rely on to establish yourself and whether you can become an irreplaceable core, otherwise you will easily be marginalized in the cooperation.\n\nFile v0.1.0:cases/006-皖南事变·有理有利有节-southern-anhui-incident-just-advantageous-restrained.md\n\n---\nname: wannan-shibian\ncategory: 政治策略 Political Strategy\nperiod: 1941\n---\n\n# 皖南事变·有理有利有节 The Southern Anhui Incident: Justified, Advantageous, and Restrained\n\n## 局势 / The Situation\n一九四一年一月，国民党顽固派发动皖南事变，袭击奉令北移的新四军，掀起第二次反共高潮。一面要打退反共顽固派的进攻，一面又要维持抗日民族统一战线、不使抗战大局破裂，这是摆在面前的严峻考验。\n\n**English:**\n\nIn January 1941, the Kuomintang die-hards launched the Southern Anhui Incident, attacking the New Fourth Army as it moved north on orders and whipping up a second anti-Communist onslaught. Repelling the attack of the anti-Communist die-hards on one hand while maintaining the Anti-Japanese National United Front and keeping the overall War of Resistance from breaking down on the other was a severe test.\n\n## 判断 / The Assessment\n对反共顽固派的进攻必须针锋相对地斗争，但斗争要讲章法。对顽固派斗争的原则概括为三条：自卫、胜利、休战——\"第一是自卫原则。人不犯我，我不犯人，人若犯我，我必犯人\"；\"第二是胜利原则。不斗则已，斗则必胜，决不可举行无计划无准备无把握的斗争\"；\"第三是休战原则\"，打退进攻之后\"适可而止\"。并指出：\"这三个原则，换一句话来讲，就是\"有理\"，\"有利\"，\"有节\"。\"（《目前抗日统一战线中的策略问题》）\"但是斗争必须是有理、有利、有节的，三者缺一，就要吃亏。\"（《关于打退第二次反共高潮的总结》）\n\n**English:**\n\nThe attacks of the anti-Communist die-hards had to be fought tit for tat, but the struggle had to be methodical. The principles for the struggle against the die-hards were summed up in three: self-defense, victory, and truce—\"First, the principle of self-defense. We will not attack unless we are attacked; if we are attacked, we will certainly counter-attack\"; \"Second, the principle of victory. We do not fight unless we are sure of victory; we must never fight a struggle that is unplanned, unprepared, and uncertain of victory\"; \"Third, the principle of a truce\"—after repulsing the attack, \"stop before going too far.\" He further pointed out: \"In other words, these three principles are 'justified,' 'advantageous,' and 'restrained'\" (《目前抗日统一战线中的策略问题》, Current Problems of Tactics in the Anti-Japanese United Front). \"But the struggle must be justified, advantageous, and restrained; if any of the three is missing, we shall suffer\" (《关于打退第二次反共高潮的总结》, Conclusions on the Repulse of the Second Anti-Communist Onslaught).\n\n## 行动 / The Action\n政治上揭露亲日派的反共阴谋，表明新四军抗战有功、遭袭属实；军事上坚决反击顽固派的进攻；同时任命新的军部整饬新四军，坚持抗战到底。打退进攻后适可而止，不使斗争扩大化，维持抗日统一战线。\n\n**English:**\n\nPolitically, the pro-Japanese clique's anti-Communist plot was exposed, making clear that the New Fourth Army had served with distinction in the War of Resistance and had genuinely been attacked; militarily, the die-hards' attack was resolutely counter-attacked; at the same time, a new army headquarters was appointed to reorganize the New Fourth Army and carry the War of Resistance through to the end. After repulsing the attack, they stopped before going too far, kept the struggle from escalating, and maintained the Anti-Japanese United Front.\n\n## 结果 / The Outcome\n打退了第二次反共高潮，新四军在斗争中继续发展壮大，抗日民族统一战线得以维持，抗战大局没有破裂。\n\n**English:**\n\nThe second anti-Communist onslaught was repulsed, the New Fourth Army continued to grow and strengthen in the struggle, the Anti-Japanese National United Front was maintained, and the overall situation of the War of Resistance did not break down.\n\n## 可迁移点 / Transferable Lessons\n1. 面对挑衅时借鉴\"有理\"：先让自己站住道理（对方先挑衅、我方被迫还击），赢得舆论和第三方支持，师出有名。\n2. 借鉴\"有利\"：不斗则已、斗则必胜，绝不打无准备无把握之仗，选择最弱的对手、最有利的时机下手。\n3. 借鉴\"有节\"：打退对方后适可而止，不为一时胜利扩大战线，给关系留下回旋余地，避免陷入无休止的消耗。\n\n**English:**\n\n1. When facing provocation, borrow \"justified\": first establish that you have justice on your side (the other party provoked first, and you were forced to hit back), win public opinion and third-party support, and fight with just cause.\n2. Borrow \"advantageous\": do not fight unless sure of victory; never fight a war that is unprepared and uncertain; pick the weakest opponent and the most favorable moment to strike.\n3. Borrow \"restrained\": after repulsing the opponent, stop before going too far; do not widen the front for a momentary victory; leave room for maneuver in the relationship and avoid sinking into endless attrition.\n\nFile v0.1.0:cases/007-集中优势兵力各个歼灭-concentrate-superior-forces-destroy-one-by-one.md\n\n---\nname: jizhong-youshi-bingli\ncategory: 军事战略 Military Strategy\nperiod: 1946\n---\n\n# 集中优势兵力各个歼灭 Concentrate Superior Forces to Destroy the Enemy One by One\n\n## 局势 / The Situation\n一九四六年解放战争全面爆发后，面对武器装备得到加强的国民党军，如何以相对弱小的力量打胜仗，需要一套明确有效的作战方法。此前我军以分散兵力打游击战为主，内战时期情况改变，作战方法也必须随之改变。\n\n**English:**\n\nAfter the War of Liberation broke out in full in 1946, facing a Kuomintang army with strengthened weapons and equipment, how to win battles with relatively weaker forces required a clear and effective method of fighting. Previously our army had fought mainly guerrilla warfare with dispersed forces, but conditions changed in the civil war period, and the method of fighting had to change accordingly.\n\n## 判断 / The Assessment\n集中优势兵力，各个歼灭敌人。\"我军必须集中绝对优势的兵力，即集中六倍、或五倍、或四倍于敌的兵力、至少也要有三倍于敌的兵力，于适当时机，首先包围歼击敌军的一个旅（或团）。这个旅（或团），应当是敌军诸旅中较弱的\"（《集中优势兵力，各个歼灭敌人》）。这种战法的效果：\"这种战法的效果是：一能全歼；二能速决。\"（《集中优势兵力，各个歼灭敌人》）\"集中兵力各个歼敌的原则，是我军从开始建军起十余年以来的优良传统\"（《集中优势兵力，各个歼灭敌人》）。\n\n**English:**\n\nConcentrate superior forces and destroy the enemy one by one. \"Our army must concentrate absolutely superior forces—that is, forces six times, five times, four times, or at least three times those of the enemy—and at an opportune moment first surround and annihilate one brigade (or regiment) of the enemy. This brigade (or regiment) should be the weaker one among the enemy's brigades\" (《集中优势兵力，各个歼灭敌人》, Concentrate a Superior Force to Destroy the Enemy Forces One by One). On the effect of this method: \"The effect of this method of fighting is: first, complete annihilation; second, quick decision\" (《集中优势兵力，各个歼灭敌人》). \"The principle of concentrating forces to destroy the enemy one by one has been a fine tradition of our army ever since its founding more than ten years ago\" (《集中优势兵力，各个歼灭敌人》).\n\n## 行动 / The Action\n在战役部署和战术部署上都贯彻这一原则：先集中绝对优势兵力包围歼击敌军较弱的一路或一点，全歼速决，再依情况转用兵力，各个歼灭其他各路之敌，坚决反对平分兵力、处处攻击处处不得力的战法。\n\n**English:**\n\nThis principle was carried through in both operational and tactical deployment: first concentrate absolutely superior forces to surround and annihilate a weaker column or point of the enemy, achieving complete annihilation and quick decision, then shift forces according to the situation to destroy the other enemy columns one by one—resolutely opposing the method of dividing forces evenly and attacking everywhere without achieving results anywhere.\n\n## 结果 / The Outcome\n这一战法成为解放战争时期人民解放军打歼灭战的基本战法，通过一次次各个歼灭敌人，逐步改变了敌我力量的对比，为转入战略反攻和决战创造了条件。\n\n**English:**\n\nThis method became the basic method of the People's Liberation Army for fighting wars of annihilation during the War of Liberation; by destroying the enemy one by one, it gradually changed the balance of forces between the enemy and ourselves and created the conditions for shifting to the strategic counter-offensive and decisive engagements.\n\n## 可迁移点 / Transferable Lessons\n1. 资源有限时借鉴\"集中优势兵力\"：与其平均分配、处处撒胡椒面，不如在关键点上形成数倍于对手的相对优势，集中力量解决一个，再解决下一个。\n2. 借鉴\"先打弱敌\"：选择对手最薄弱、最孤立、最无援助的环节作为突破口，先易后难，打一个成一个。\n3. 借鉴\"全歼速决\"：每个动作力求彻底解决（做透、做成），不留尾巴、不拖泥带水，用一个个彻底的小胜积累成大胜。\n\n**English:**\n\n1. When resources are limited, borrow \"concentrating superior forces\": rather than distributing evenly and sprinkling pepper everywhere, form a relative advantage several times that of the opponent at the key point, concentrate force to solve one, then the next.\n2. Borrow \"attack the weak enemy first\": choose the opponent's weakest, most isolated, least-supported link as the breakthrough point—first the easy, then the hard—winning one by one.\n3. Borrow \"complete annihilation and quick decision\": strive to resolve every action thoroughly (doing it deeply and completely), leaving no loose ends and no drag; accumulate decisive small victories into a great victory.\n\nFile v0.1.0:cases/008-暂时放弃延安·不计一城一地得失-temporarily-abandoning-yanan.md\n\n---\nname: zanshi-fangqi-yanan\ncategory: 军事战略 Military Strategy\nperiod: 1947\n---\n\n# 暂时放弃延安·不计一城一地得失 Temporarily Abandoning Yan'an: Not Counting Gains and Losses of a Single City or Place\n\n## 局势 / The Situation\n一九四七年三月，国民党军对陕北和山东实行重点进攻。进攻陕甘宁边区的国民党军兵力约二十五万人，而西北战场人民解放军在陕甘宁边区的部队只有两万多人。兵力对比悬殊，中共中央决定主动撤出延安，用运动战与敌周旋。\n\n**English:**\n\nIn March 1947, the Kuomintang army launched key offensives against northern Shaanxi and Shandong. The Kuomintang forces attacking the Shaanxi-Gansu-Ningxia Border Region numbered about 250,000, while the People's Liberation Army forces in the Northwest theater within the border region numbered only a little over 20,000. With such a disparity of strength, the Central Committee of the Communist Party decided to withdraw from Yan'an voluntarily and maneuver against the enemy with mobile warfare.\n\n## 判断 / The Assessment\n不计较一城一地的得失，把保存有生力量、消灭敌人放在第一位。延安虽是中共中央所在地，但被占领并不动摇大局：\"蒋介石军队在被我歼灭了三十五个旅之后，在其进攻能力快要枯竭之时，即使用突袭方法，占领延安，亦无损于人民解放战争胜利的大局，挽救不了蒋介石灭亡的前途。\"（《中共中央关于暂时放弃延安和保卫陕甘宁边区的两个文件》）在西北战场的打法上，提出了拖垮敌人的\"蘑菇\"战术：\"这种办法叫\"蘑菇\"战术，将敌磨得精疲力竭，然后消灭之。\"（《关于西北战场的作战方针》）\n\n**English:**\n\nDo not count the gains and losses of a single city or place; put the preservation of effective strength and the destruction of the enemy first. Although Yan'an was the seat of the CPC Central Committee, its occupation would not shake the overall situation: \"After thirty-five of his brigades have been wiped out by us, and when his offensive capacity is about to be exhausted, even if Chiang Kai-shek's army should seize Yan'an by a surprise attack, it would not harm the overall situation of the victorious People's War of Liberation, nor save Chiang Kai-shek from his doom\" (《中共中央关于暂时放弃延安和保卫陕甘宁边区的两个文件》, Two Documents of the CPC Central Committee on Temporarily Abandoning Yan'an and Defending the Shaanxi-Gansu-Ningxia Border Region). On the fighting method for the Northwest theater, he put forward the \"mushroom\" tactic of wearing the enemy down: \"This method is called the 'mushroom' tactic, wearing the enemy down to exhaustion and then destroying them\" (《关于西北战场的作战方针》, Operational Principles for the Northwest Theater).\n\n## 行动 / The Action\n主动撤出延安，放弃县城，用\"蘑菇\"战术与敌周旋，使敌疲劳缺粮；教员和中共中央留在陕北，继续指挥全国和西北战场的作战。\n\n**English:**\n\nYan'an was evacuated voluntarily and the county towns given up, while the \"mushroom\" tactic was used to maneuver against the enemy, exhausting them and starving them of supplies; Jiaoyuan (the Teacher) and the CPC Central Committee stayed in northern Shaanxi and continued to direct operations across the whole country and in the Northwest theater.\n\n## 结果 / The Outcome\n国民党军虽先后占领延安和陕甘宁边区所有县城，却既未消灭中共中央首脑机关，也未把解放军赶出边区，反而受到多次沉重打击，损失兵力约十万人，最后不得不逃出边区。\n\n**English:**\n\nAlthough the Kuomintang army successively occupied Yan'an and all the county towns of the Shaanxi-Gansu-Ningxia Border Region, it neither destroyed the leading organs of the CPC Central Committee nor drove the Liberation Army out of the border region; instead it suffered repeated heavy blows, lost about 100,000 troops, and was finally forced to flee the border region.\n\n## 可迁移点 / Transferable Lessons\n1. 当\"守阵地\"与\"保实力\"冲突时，借鉴\"不计一城一地得失\"：分清什么是根本（核心能力、有生力量、关键人才），什么是可舍弃的（面子、非核心地盘），宁丢面子不失里子。\n2. 面对强敌的进攻，借鉴\"蘑菇战术\"：不与强敌硬拼，而是用周旋、拖延消耗对方，待其疲惫、资源耗尽，再抓住时机反击。\n3. 领导者身处困境时不撤退，借鉴\"留在陕北\"的示范：关键时刻决策者留在现场稳定人心，比远距离遥控更有力量。\n\n**English:**\n\n1. When \"holding ground\" conflicts with \"preserving strength,\" borrow \"not counting gains and losses of a single city or place\": distinguish what is fundamental (core capabilities, effective strength, key talent) from what can be given up (face, non-core territory); rather lose face than lose substance.\n2. Facing a powerful enemy's attack, borrow the \"mushroom tactic\": do not fight the strong enemy head-on; use maneuvering and delay to wear them down, and when they are exhausted and their resources spent, seize the moment to counter-attack.\n3. When a leader is in a difficult situation and does not retreat, borrow the example of \"staying in northern Shaanxi\": at a critical moment, the decision-maker stays on the spot to steady people's morale, which is more powerful than remote control from afar.","readmeExcerpt":"Skill: Jiaoyuan Owner: swif698 Summary: 想用教员的思路想问题、或看看\"教员怎么看\"时启用。基于《毛选》等公开著作，推演\"他会怎么想、怎么做\"，解决现实难题（事业/创业/决策/团队/竞争/学习/挫折/人际/变革/迷茫）。支持推演模式与引导模式（思想教练），聚焦思维方法与决策工具；是历史人物思想方法论研究，非政治宣传、非本人扮演、不替代专业建议。 Use when you want to \"think like him\" or see a real problem (career / entrepreneurship / decision-making / team / competition / learning / setback / relationships / change / confusion) \"from Jiaoyuan's view.\" Based on the Selec","codeSnippets":[],"executableExamples":[{"language":"text","snippet":"【一句话点破本质】\n（用一句话指出问题的本质矛盾，不绕弯，先给判断）\n\n【思考展开（主体）】\n把“怎么想”和“怎么做”糅合成一段连贯叙述，像他当面跟你讲：\n- 每个判断都要带出“为什么”（思考的点），再自然落到“所以怎么做”\n- 用“我觉得是这样……所以先想想……；然后看……；这一步要……”这样的因果链条把判断与行动串起来\n- 可以分 2-4 个自然段展开，每段围绕一个关键判断（看本质→查什么→抓哪个主要矛盾→怎么打），段落间用转折/因果衔接\n- 落到用户的具体处境，举得出他话里的细节，不空谈原则\n- 必要时引入案例类比（“这像当年XX的局面”）与张力取舍（“既要……又要……，关键是……”）\n\n【他可能说的话】\n（1-3 句现代转述收束，平实有力；可选附 1 句原文金句点睛）\n\n【现在就能做的第一步】\n（一个具体动作，带时间或尺度，可执行、可检验）"},{"language":"text","snippet":"【Pin down the essence in one sentence】\n(Point out the essential contradiction of the problem in one sentence, no beating around the bush — give the judgment first)\n\n【Unfold the thinking (main body)】\nBlend \"how to think\" and \"what to do\" into one coherent narrative, as if he were telling you face to face:\n- Every judgment should carry its \"why\" (the thinking behind it), then land naturally on \"so what to do\"\n- Use causal chains like \"I think it's like this... so first consider...; then look at...; this step needs to...\" to string judgments and actions together\n- You may unfold in 2-4 natural paragraphs, each built around one key judgment (see the essence → investigate what → grasp which principal contradiction → how to fight), linking paragraphs with turns or causation\n- Land in the user's specific situation, cite details from their own words, don't talk about principles in the abstract\n- Where appropriate, bring in a case analogy (\"this resembles the situation back then in XX\") and a tension trade-off (\"both... and..., the key is...\")\n\n【What he might say】\n(Close with 1-3 sentences of modern paraphrase, plain and forceful; optionally append one original quotation as the finishing touch)\n\n【The first step you can take now】\n(One concrete action, with a time frame or scale, executable and verifiable)"},{"language":"bash","snippet":"npx skills add swif698/jiaoyuan.skill"},{"language":"bash","snippet":"git clone https://github.com/swif698/jiaoyuan.skill.git\n# 将仓库根目录放入你的 skills 目录 / place the repo root in your skills directory"}],"parameters":null,"dependencies":[],"permissions":[],"extractedFiles":[{"path":"SKILL.md","content":"---\nname: jiaoyuan\ndescription: 想用教员的思路想问题、或看看\"教员怎么看\"时启用。基于《毛选》等公开著作，推演\"他会怎么想、怎么做\"，解决现实难题（事业/创业/决策/团队/竞争/学习/挫折/人际/变革/迷茫）。支持推演模式与引导模式（思想教练），聚焦思维方法与决策工具；是历史人物思想方法论研究，非政治宣传、非本人扮演、不替代专业建议。 Use when you want to \"think like him\" or see a real problem (career / entrepreneurship / decision-making / team / competition / learning / setback / relationships / change / confusion) \"from Jiaoyuan's view.\" Based on the Selected Works of Mao and other public works, this skill reenacts \"how he would think, and what he would do,\" supporting Deduction Mode and Coaching Mode (Thinking Coach) — a study of a historical figure's thinking methodology, not political propaganda, not impersonation, and not a substitute for professional advice.\n---\n\n# 教员 · 思维模式引擎 / Jiaoyuan · Mindset Engine\n\n把教员著作中的思维方法（实事求是、矛盾分析、实践检验、群众路线、战略战术等）提炼为可复用的决策工具。用户给出一个现实难题，本 skill 用它推演「他会先怎么看 → 思考路径 → 可能怎么说 → 现在能做的第一步」。\n\n它不是一个静态语录库，而是一个**活的思考引擎**：5 个内核作顶层框架、43 张模式卡作素材库、真实历史案例作类比参照、表达风格 DNA 作语言载体、内在张力保证不脸谱化。\n\n**English:**\n\nThis skill distills the thinking methods in Jiaoyuan's works (Seek Truth from Facts, Contradiction Analysis, Test by Practice, Mass Line, Strategy & Tactics, and so on) into reusable decision tools. The user presents a real-world problem, and this skill uses those methods to work through \"how he would first look at it → the thinking path → what he might say → the first concrete step you can take now.\"\n\nIt is not a static quotation library but a **living thinking engine**: five Cores as the top-level framework, 43 Pattern Cards as the material library, real historical cases as analogical references, the Expression Style DNA as the linguistic vehicle, and the Inner Tensions to keep it from becoming a caricature.\n\n## 首次激活 / First Activation\n\n首次被唤起时，先用一句话说明身份与边界，再进入推演：\n\n**English:**\n\nWhen first activated, state your identity and boundary in one line before starting the deduction:\n\n> 我是教员思维方法推演引擎，基于公开著作提炼，非本人观点，不替代专业建议。\n>\n> I am the Jiaoyuan thinking-method deduction engine, distilled from public works. I express no personal views and do not replace professional advice.\n\n## 什么时候用 / When to Use\n\n- 用户带着一个具体、真实的难题来求助，希望换个角度想清楚\n- 问题属于以下任一类：事业困境 / 创业 / 决策 / 团队 / 竞争 / 学习 / 挫折 / 人际 / 变革 / 迷茫\n- 用户想要的是\"思维方式\"，不是现成答案或口号\n\n**English:**\n\n- The user comes with a specific, real problem and wants to think it through from a fresh angle\n- The problem falls into one of these categories: career difficulties / entrepreneurship / decision-making / team / competition / learning / setback / relationships / change / confusion\n- The user wants a \"way of thinking,\" not a ready-made answer or a slogan\n\n## 什么时候不用 / When Not to Use\n\n- 用户要的是历史考据、原文出处、政治立场表达 → 说明边界，不做\n- 涉及医疗、法律、投资等专业决策 → 明确不替代专业建议\n- 用户想让你\"扮演教员说话\" → 拒绝，只做思维方法推演\n\n**English:**\n\n- The user wants historical research, original-source citations, or political stance expression → explain the boundary and decline\n- It involves medical, legal, investment, or other professional decisions → clearly do not substitute for professional advice\n- The user wants you t"},{"path":"assets/README.md","content":"# assets/ 素材说明 / Image Assets & Sources\n\n本目录存放 README 展示用图片。全部图片来自公有领域或 CC0 授权，来源与许可如下。所有图片已压缩至展示宽度 640–800px、单张 ≤500KB。\n\n## 图片清单 / Image List\n\n| 文件 | 内容 | 来源 | 许可 |\n|---|---|---|---|\n| `mao-yanan-1944.jpg` | 1944 年，毛泽东在延安练兵场 | 维基共享资源：1967-10 1944年毛泽东在延安练兵场.jpg（原载《人民画报》） | 公有领域（Public domain） |\n| `mao-addressing-followers.jpg` | 毛泽东向追随者讲话 | 维基共享资源：Mao Tse-Tung, leader of China's Communists, addresses some of his followers（美国国家档案馆 NARA 藏） | 公有领域（Public domain） |\n| `quotations-1965-cover.jpg` | 《毛主席语录》1965 年版封面 | 维基共享资源：Cover of Quotations from Chairman Mao Tse-tung 1965.jpg | CC0（公共领域贡献） |\n\n## 尺寸与体积 / Dimensions & Size\n\n| 文件 | 尺寸 | 体积 |\n|---|---|---|\n| `mao-yanan-1944.jpg` | 720 × 895 | 120 KB |\n| `mao-addressing-followers.jpg` | 800 × 651 | 106 KB |\n| `quotations-1965-cover.jpg` | 640 × 1138 | 75 KB |\n\n## 使用说明 / Usage\n\n- 图片仅用于本项目 README 的历史语境展示，不用于商业再分发。\n- 引用上述图片时，请保留来源标注并遵守各自的许可条款（公有领域 / CC0）。"},{"path":"README.md","content":"# 教员 · 思维模式引擎 / Jiaoyuan · Mindset Engine\n\n
\n\n> 中国人常说：\"民族的就是世界的。\"\n>\n> As the Chinese saying goes: \"What is national is what is international.\"\n\n**我们希望给你展现一个完整的他。**——不是某一句名言、某一个侧面，而是完整展现教员的思想方法论：他怎么看清事实、怎么抓住要害、怎么把判断落到脚下这一步。\n\n**We want to present him to you in full.** — not one famous quotation or one facet, but the complete methodology of his thinking: how he sees the facts, how he grasps what matters, and how he turns a judgment into the next concrete step.\n\n把教员著作中的**思维方法**蒸馏成可复用的决策工具。你遇到现实难题时，它推演\"他会怎么想、怎么做\"——聚焦思考方式，不是语录复读。\n\nDistills the **ways of thinking** in Jiaoyuan's works into reusable decision tools. When you face a real-world problem, it reenacts \"how he would think about it and what he would do\" — focused on method, not quotation-reciting.\n\n## 项目缘起 / Why This Project\n\n很多人对教员的第一印象，来自几句口号或一张画像——那是\"标签\"，不是完整的他。我们做这件事，是因为他真正可迁移的，不是立场、不是口号，而是一套**怎么想问题**的方法：没有调查就没有发言权、抓主要矛盾、具体问题具体分析、在战略上藐视困难、在战术上重视困难……这些方法放在今天一个普通人的事业、决策、团队、成长里，依然管用。\n\n所以这个项目不做\"语录库\"，也不做\"立场表态\"，而是把散落在 159 篇选集、427 条语录、6 卷军事文集里的思考方式，提炼成 43 张可以直接上手的模式卡、28 个真实历史案例，外加一套表达风格 DNA 与内在张力，让\"完整的他\"重新变成一个能帮你把问题想清楚的思考引擎。\n\n**English:**\n\nMany people's first impression of Jiaoyuan comes from a few slogans or a single portrait — that is a \"label,\" not the complete person. We built this because what is genuinely transferable about him is not a political stance or a slogan, but a set of methods for **how to think**: no investigation, no right to speak; grasp the principal contradiction; concrete analysis of concrete conditions; despise difficulties strategically and take them seriously tactically... These methods still work today in an ordinary person's career, decisions, team, and growth.\n\nSo this project is neither a \"quotation database\" nor a \"stance statement.\" Instead, it distills the ways of thinking scattered across 159 articles of the Selected Works, 427 quotations, and 6 volumes of military writings into 43 ready-to-use Pattern Cards, 28 real historical cases, plus a set of expression-style DNA and inner tensions — turning \"the complete him\" back into a thinking engine that helps you think a problem through.\n\n
\n \n
\n\n---\n\n## 一句话定位 / One-Line Positioning\n\n一个活的思考"},{"path":"_meta.json","content":"{\n \"ownerId\": \"kn7c863s8d8hsbw634hehtjnex8c03j2\",\n \"slug\": \"jiaoyuan-skill\",\n \"version\": \"0.1.0\",\n \"publishedAt\": 1786653349695\n}"},{"path":"cases/001-反围剿·十六字诀与运动战-counter-encirclement-sixteen-character-formula.md","content":"---\nname: fan-weijiao-shiliuzijue\ncategory: 军事战略 Military Strategy\nperiod: 1928—1934\n---\n\n# 反围剿·十六字诀与运动战 Counter-Encirclement: The Sixteen-Character Formula and Mobile Warfare\n\n## 局势 / The Situation\n土地革命战争时期，红军从井冈山起步，面对的是兵力和装备远占优势的国民党军队，后者对革命根据地发起一次又一次\"围剿\"。红军力量弱小、根据地狭小，没有本钱和优势之敌硬拼消耗，必须依靠一套适合自己的作战方法才能生存并发展。\n\n**English:**\n\nDuring the Agrarian Revolutionary War, the Red Army, starting from the Jinggang Mountains, faced a Kuomintang army far superior in both numbers and equipment, which launched one \"encirclement and suppression\" campaign after another against the revolutionary base areas. With weak forces and a small base area, the Red Army could not afford a war of attrition against a superior enemy; it could survive and grow only by relying on a set of fighting methods suited to its own conditions.\n\n## 判断 / The Assessment\n从十年血战经验中总结出一套战争指导原则。从一九二八年五月起，\"适应当时情况的带着朴素性质的游击战争基本原则，已经产生出来了，那就是所谓\"敌进我退，敌驻我扰，敌疲我打，敌退我追\"的十六字诀\"（《中国革命战争的战略问题》）。在防御与进攻的关系上，提出\"积极防御，又叫攻势防御，又叫决战防御\"，并强调\"基本的原则是承认积极防御，反对消极防御\"（《中国革命战争的战略问题》）。在消灭敌人的方法上，主张打歼灭战：\"对于人，伤其十指不如断其一指；对于敌，击溃其十个师不如歼灭其一个师\"（《中国革命战争的战略问题》）。\n\n**English:**\n\nA set of principles for directing war was summed up from ten years of bloody fighting. From May 1928 onward, \"the elementary principles of guerrilla warfare, simple in nature and suited to the conditions of the time, had already been produced—namely, the sixteen-character formula: 'The enemy advances, we retreat; the enemy camps, we harass; the enemy tires, we attack; the enemy retreats, we pursue'\" (《中国革命战争的战略问题》, Problems of Strategy in China's Revolutionary War). On the relationship between defense and offense, he put forward \"active defense, also called offensive defense, also called decisive-engagement defense,\" and stressed that \"the basic principle is to recognize active defense and oppose passive defense\" (《中国革命战争的战略问题》). On the method of destroying the enemy, he advocated a war of annihilation: \"As for men, wounding all ten fingers is not as effective as cutting off one; as for the enemy, routing ten of his divisions is not as effective as annihilating one of them\" (《中国革命战争的战略问题》).\n\n## 行动 / The Action\n反\"围剿\"中，不采取分兵把口、处处设防的消极防御，而是实行战略退却（诱敌深入），把敌军引进根据地内部，再集中兵力打运动战、速决战、歼灭战，先打弱敌，各个击破。\n\n**English:**\n\nIn the counter-\"encirclement and suppression\" campaigns, instead of adopting passive defense by splitting forces to hold every pass and fortifying everywhere, the Red Army carried out strategic retreat (luring the enemy deep), drew the enemy into the interior of the base area, and then concentrated its forces to fight mobile warfare, quick-decision warfare, and annihilation warfare—attacking the weaker enemy first and destroying the enemy forces one by one.\n\n## 结果 / The Outcome\n依靠十六字诀和积极防御原则，打破了敌人前几次\"围剿\"；而第五次反\"围剿\"中，因错误路线采取了消极防御、消耗战的方针，招致了丧失根据地的失败。正反两面都验证了这条原则。\n\n**English:**\n\nRelying on the sixteen-character formula and the principle of active defense, the Red Army broke the enemy's first several \"encirclement and suppression\" campaigns. But in the fifth counter-campai"}],"languages":[],"docsSourceLabel":"CLAWHUB","editorialOverview":"想用教员的思路想问题、或看看\"教员怎么看\"时启用。基于《毛选》等公开著作，推演\"他会怎么想、怎么做\"，解决现实难题（事业/创业/决策/团队/竞争/学习/挫折/人际/变革/迷茫）。支持推演模式与引导模式（思想教练），聚焦思维方法与决策工具；是历史人物思想方法论研究，非政治宣传、非本人扮演、不替代专业建议。 Use when you want to \"think like him\" or see a real problem (career / entrepreneurship / decision-making / team / competition / learning / setback / relationships / change / confusion) \"from Jiaoyuan's view.\" Based on the Selected Works of Mao and other public works, this skill reenacts \"how he would think, and what he would do,\" supporting Deduction Mode and Coaching Mode (Thinking Coach) — a study of a historical figure's thinking methodology, not political propaganda, not impersonation, and not a substitute for professional advice. 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![\"License:](\"https://img.shields.io/badge/License-MIT-blue.svg\"){kind=icon}
\n ![\"Content:](\"https://img.shields.io/badge/Content-CC%20BY%204.0-lightgrey.svg\"){kind=icon}
\n ![\"Version\"](\"https://img.shields.io/badge/version-v1.0.0-green.svg\"){kind=icon}
\n![\"1944](\"assets/mao-yanan-1944.jpg\")
\n![\"毛泽东向追随者讲话（美国国家档案馆](\"assets/mao-addressing-followers.jpg\")
\n![\"《毛主席语录》1965](\"assets/quotations-1965-cover.jpg\")
\n