shrimp-brainstorming

Shrimp Brainstorming

Overview

Use this skill to turn an early project or business idea into a well-reasoned direction without forcing it through a rigid interview. The process is research-led and user-led: the user can ask questions, challenge findings, introduce constraints, or change direction at any point.

The goal is not to manufacture certainty or generate a generic list of ideas. The goal is to find the most credible wedge, expose weak assumptions, identify the cheapest useful test, and, when requested, produce a self-contained final-spec.md that explains both the conclusion and how it was reached.

When to Use

Use when the user:

• Presents a vague product, service, startup, creator venture, tool, or business idea.
• Wants market, competitor, pricing, feasibility, monetization, distribution, or customer research for that idea.
• Wants to validate, refine, pivot, or abandon the idea.
• Wants a complete documented handoff for a project or business direction.

Do not use for:

• A simple factual lookup with no project or business decision attached.
• A settled implementation task where the product and scope are already decided.
• A generic request for many random startup ideas without intent to investigate one.

Conversation Model

This is user-led inquiry, not a mandatory question funnel.

Default loop:

User raises an idea or question
→ research and return a useful, opinionated response
→ user reacts, redirects, or asks the next question
→ update the working record after a material change

Ask a clarifying question only when a genuine ambiguity would send research toward the wrong domain, customer, or problem. Prefer a stated assumption and useful work over repeatedly pausing for permission.

Do not default to one-question-at-a-time interrogation. The user may drive the conversation by asking questions, requesting research, disputing a premise, or changing the destination.

Working Model

Maintain these concepts throughout the exploration:

Concept	Meaning
Destination	What this exploration must make clear, such as a decision, validation plan, or handoff spec.
Current thesis	The best current statement of the opportunity and wedge. It can change.
Decision frontier	Sharp questions or tests worth resolving next.
Fog of war	In-scope uncertainty that is not yet clear enough to investigate precisely.
Out of scope	Work consciously deferred or excluded from this effort.
Rejected paths	Alternatives considered and rejected, with reasons.

These are organizational tools, not issue tickets or a forced workflow.

Workflow

1. Orient

Identify the initial idea, intended destination, and material constraints already stated by the user.

• State assumptions when needed.
• Distinguish what is known, guessed, and unknown.
• Do not turn a vague idea into a detailed spec before it earns that specificity.

Complete when: there is a short current thesis and an initial decision frontier.

2. Research the reality

Research the facts that determine whether the idea is worth pursuing.

Depending on the idea, investigate:

• Direct competitors, adjacent products, substitutes, and inspirations.
• Customers, buyer pain, willingness to pay, and existing spending.
• Market timing, distribution, platform constraints, and technical feasibility.
• Pricing, business models, risks, and credible alternatives.

Label claims as evidence, inference, or assumption. Do not confuse “no direct competitor found” with “good idea.”

Complete when: the most important claims have sources or are explicitly marked as unproven.

3. Find the wedge

Turn broad ambition into a narrow first move.

• Prefer a concrete buyer, problem, and outcome over a large category claim.
• Identify what is differentiated, what is commodity, and what would be difficult to copy.
• Call out weak assumptions directly.
• Prefer small, fast, low-cost validation over elaborate plans.

Complete when: the current thesis states who it is for, what it does first, and why that first step is plausible.

4. Give a Shrimp Verdict

Give a candid verdict whenever enough evidence exists to make one. The verdict is revisable as new evidence appears.

• Shrimp-Yes: pursue the current wedge. State why and name the next test.
• Shrimp-Maybe: promising, but dependent on a specific unanswered question or validation step.
• Shrimp-No: not worth pursuing as framed. Explain why, and offer a pivot only if a credible one exists.

Avoid false precision. A verdict is a decision aid, not a guarantee.

Complete when: the user can understand the recommendation, its evidence, and what would change it.

5. Maintain the living record

For an exploration that persists beyond a quick response, keep a lightweight idea folder:

idea-name/
├── concept-brief.md       # Current source of truth
├── research-ledger.md     # Findings, sources, confidence, implications
├── brainstorm.md          # Optional raw transcript, preserved unchanged
└── final-spec.md          # Complete clarified handoff, created on request

Update the concept brief and research ledger after material research, constraints, pivots, or decisions.

Never silently erase a rejected hypothesis. Move it to Rejected paths with the reason it changed.

If the user supplies a transcript as brainstorm.md, preserve it unchanged. If no full transcript is available, create a clearly labelled summary rather than fabricating one.

Complete when: the current thesis, decision frontier, and reasoning remain recoverable without rereading the entire chat.

6. Create the final handoff

Create final-spec.md only when the user asks for the final handoff or clearly indicates the direction is settled enough to document.

final-spec.md is not merely a snapshot of the final idea. It is a self-contained, readable account of the exploration. A reader who never saw the conversation should understand the original spark, what changed, why it changed, what was rejected, and what should happen next.

Use the template at templates/final-spec.md.

Complete when: the handoff includes the decision history, evidence, remaining uncertainty, and a concrete next step or implementation plan.

Common Pitfalls

1. Interrogating instead of helping. Do research and bring back useful material. Ask only the questions that genuinely unblock the next useful step.
2. Premature certainty. Keep assumptions visible until evidence resolves them.
3. Generic competitor research. Classify competitors as direct, adjacent, substitute, inspiration, or noise, then explain the implication.
4. Premature scope. Do not design a full platform when a narrow wedge or manual test can prove the core claim.
5. Forgetting the journey. The final handoff must explain the path to the conclusion, not just present a polished endpoint.
6. Treating lack of competitors as validation. Check customer pain, existing spend, substitutes, distribution, and willingness to change behavior.

Verification Checklist

Before concluding a brainstorm or delivering a final handoff, verify:

• The current thesis identifies a user, problem, and plausible first wedge.
• Material factual claims are sourced or labelled as assumptions.
• Direct competitors, substitutes, and adjacent options were considered where relevant.
• Rejected paths and decision rationale are preserved.
• The Shrimp Verdict is candid and includes the next test or reason to stop.
• The final spec, if requested, can be understood without access to the original conversation.