Algorithms

Move work from mystery to heuristic to algorithm – start with a hunch, then simplify until the decision is repeatable and automatable.

Author

General usage (computer science; Turing, Knuth and others)



New or messy problems live in mystery. We probe them, form heuristics – rules of thumb that work often enough – then we simplify and formalise them into algorithms – clear, step by step procedures that anyone or any system can run. This is how teams scale judgement into process and software without losing learning at the edges.

How it works


Mystery – high novelty, weak signal, many unknowns. Work is exploratory. Output is insights and hypotheses.

Hunch – experienced operators spot patterns first. Capture them in a decision journal.

Heuristic – short, testable rules with guardrails. Examples: “triage P1 if X and Y”, “price at competitor median unless stockout risk > Z”.

Simplify – name inputs, remove ambiguity, define exceptions. Convert heuristics into checklists, decision trees or rules.

Algorithm – precise inputs and outputs, single interpretation. Implement as SOP, rule engine, workflow or code. Log decisions and measure error rates.

Two tracks – keep some capacity in Mystery so you continue discovering new heuristics while the rest of the work runs as algorithms.

Use-cases


Scaling operations – support triage, underwriting, KYC, QA checks, incident response.

Product and growth – onboarding flows, ranking, lead scoring, lifecycle messaging.

Finance and risk – approval matrices, credit rules, fraud checks, reconciliations.

Clinical and safety – checklists and escalation trees that standardise best practice.

Training – turn tacit expert steps into playbooks and then into automation.

Pitfalls & Cautions


Premature codification – locking a poor heuristic into policy or code creates brittle failure.

Goodhart/metric gaming – algorithms optimise the proxy. Keep mission metrics alongside rule metrics.

Drift – rules decay as markets, data and incentives change. Set review cadences.

Edge cases and bias – tails need escalation to human judgement and periodic bias checks.

Over-engineering – complex rules that beat clarity and speed. Prefer the simplest algorithm that works.

Related Mental Models

Click below to learn other mental models

  • Regression to the Mean

    Regression to the Mean

    Extreme results are usually followed by more typical ones—even without any real change.

  • Law of Diminishing Returns

    Law of Diminishing Returns

    Each extra unit adds less benefit beyond a point; invest until marginal benefit ≈ marginal cost.

  • Chaos Dynamics

    Chaos Dynamics

    Sensitivity to initial conditions and non‑linear feedbacks can make long‑range prediction impossible; manage by bounds, not points.

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