change-and-constantslisted

# Change and Constants Framework ## Overview Every strategy contains elements that must change and elements that must not. The failure mode is misclassification: treating habits as principles, or principles as outdated conventions. The framework sorts on two axes: **变 (Must Change)** and **不变 (Must Stay Constant)** — they are complements, not opposites. **Skill composition:** AFTER [first-principles] to strip convention; WITH [second-order-thinking] to check if "constants" are only temporarily stable; BEFORE [okr-goal-setting] — goals = 变; core values = 不变. ## When to Use - Major environmental shift demands strategic response and the team is paralyzed on what to adapt vs. preserve - Organizational identity is unclear: cannot distinguish "this is who we are" from "this is what we've always done" - Leader/board asks: "What should we never compromise on?" or "Is this signal or noise?" - Retrospective after failure: distinguish bad implementation of a sound constant vs. faithful adherence to an outdated variable **When NOT to use:** purely operational decisions (vendor, tool) without strategic identity implications; genuine emergencies (use OODA instead); using the framework to avoid deciding by treating all elements as equivalent. ## Coaching Novices (Adaptive Front Door) - **Engine mode:** concrete case → run The Process directly. - **Coach mode:** unfamiliar user → guide step by step. In Coach mode, respond one step at a time. Each [WAIT] is a hard stop — output only