GitHub - EternityForest/THUNDERWARS: Fantasy/Sci-fi inspired time management/journaling/productivity system

⚔️ THUNDERWARS: Personal Warfare Protocol

Threat Habit Unmasking and Neutralization by Direct Engagement and Rigorous Willpower Against Ruinous Systems

You Have Been Drafted.

Version 0.32.0

Source: https://github.com/EternityForest/THUNDERWARS License: CC-BY-SA-4.0 https://creativecommons.org/licenses/by-sa/4.0/

Quickstart

Begin by completing a BRANCH table, a FATIGUE DUTY chart, and a MESS HALL plan.

• Choose one to three RITES OF WATCH

• Then complete a DAGGER report for any zones within the BRANCH table identified as priority targets.

• Maintain an INCIDENT LOG and GENERAL LOG.

• Perform the DAWN BRIEFING and DUSK WATCH

• Create Context Pages for frequently repeated tasks or significant plans.

• Review all checklists and procedures carefully, every time; do not just rely on memory.

Purpose

THUNDERWARS is a general-purpose framework for task, time, and mission management, designed to integrate the practical, psychological, and philosophical dimensions of getting things done, meant to feel like something your favorite characters from the world of fantasy and sci-fi might use.

It builds on some amount of science and precedent from aviation, medicine, cognitive science, and field operations, but is ultimately an everyday civillian tool, with no proven suitability for true critical operations.

While many productivity philosophies emphasize discipline over motivation, and for good reason, THUNDERWARS places its emphasis on prevention over endurance — designing habits, checklists, and decision frameworks to avoid unnecessary hardship, rather than to glorify perseverance under it.

This is not a program for toughness training, "becoming hard", or oriented towards "warrior culture. Although the system borrows thematically from military, sci-fi, and high-fantasy traditions, these are metaphorical settings, chosen for their storytelling power and their ability to make self-management feel adventurous and creative, and are not intended to glorify violence.

Warnings

One possible concern with this system, and any system that uses reminders or checklists for important things, is that if you don't do the checklist, you might not even think of any of the things you have learned to associate with it, regardless of how important or obvious they are.

While the overall reliability rate is almost certainly going to increase with just about any system, they do create the possibility of forgetting a review or checklist and thus forgetting all the items at once, due to lack of experience remembering them in any other way aside from the reviews.

Design Principles

Repeatability

Computers execute instructions the same way every time. Change the code, and the machine obeys just as reliably as before.

The human brain does not work that way¹. We forget. We make mistakes on tasks we’ve mastered. We may need weeks or months to learn or break a habit.

Checklists and procedures bridge this gap. They give us repeatability, making actions less dependent on memory or mood.

They give us controllability, allowing us to reconfigure our future behavior as just by writing a few words on a page.

They make experimentation possible: we can test a new method today, and if it works, preserve it for tomorrow.

They make new tasks approachable: what was once foreign becomes routine when we have a map to guide us.

And perhaps most importantly, they give us a contrast that reminds us of the limits.

When a problem resists procedure, when something about it seems bigger than words can capture, we recognize it as a signal to adapt, improvise, or rethink — instead of stumbling blindly into hazard.

Extreme Consistency

The system depends on an unwavering review rhythm — at minimum Dawn, Dusk, and Weekly (SWORDPOINT) reviews.

These reviews cannot be skipped or replaced by ad-hoc checks, even if you’ve already reviewed the same material earlier in the day.

Redundancy is intentional — it builds reliability, strengthens habits, and prevents drift.

Additional reviews may be done at any time (and often should be), but they are supplementary, never substitutes.

Why: Consistency transforms the system from a collection of tools into an operational stance you can trust.

Reachability

Borrowed from computer science — a document, reminder, or process is reachable if you can always get to it by starting from one of a small set of root procedures you already do, and can trust yourself to keep doing.

All important items must be explicitly linked to a "root" that you are confident you will review at the appropriate time, and they must be linked in a way that you are sure you will notice.

Roots include:

• Your General Log
• Context Pages
• Standard Reviews (Dawn, Dusk, SWORDPOINT)
• Essential physical tabs in your Field Book
• Timed electronic reminders

"Implementation Intentions" of the form "When X I will Y" are considered by some to be highly useful for replacing old habits and forming new ones, but they do not guarantee the level of reachability needed for critical tasks.

Use them, but also be aware that anyone can forget just about anything at any time, and take measures to keep track of what matters.

No critical item should ever “float” without a path from a root — otherwise it becomes unreachable and effectively lost.

Why: This ensures nothing important disappears into the cracks, no matter how chaotic life gets.

Do the Hardest Thing First

Most ordered steps are designed to get the most unpleasant task out of the way first, unless there is some specific reason to do things in some other order.

This seems to be a popular approach with some productivity experts², and has the objective benefit of giving you an obvious, repeatable method for choosing what order to do tasks in, which can sometimes be more stressful than actually doing the chores.

Beware of Passive Observation

It is easy to become complacent ehen checklists include large numbers of things to passively check, that only rarely require action.

For this reason, arbitrary tasks are sometimes inserted, purely or mostly to ensure that some minimal action is always taken to maintain presence snd engagement.

CAPTURE DOCTRINE

Nothing important should exist entirely in your head. Document things immediately when you think of them, so they are not forgotten.

If something does not have an obvious place it should go, and can be expressed in a few words, put it in the GENERAL LOG.

Use shorthand, partial sentences, bullet points, etc, to reduce the friction of the initial capture step- you can journal further later.

If something will take less than 2 minutes, just do it instead of recording it, unless there are multiple such things on your mind at once, then record them to avoid forgetting them.

CONTEXT pages

A context page³ contains checklist items and notes that should be referred to when doing a certain action or at a certain time. We call them pages rather than lists, because in this system they are more than just task lists.

They can be used for recurring events, or for the planning leading up to one-time events.

They should usually be kept in the place where they will be used.

Frequently forgotten tasks should be added to the relevant CONTEXT page, even if it seems like you "should be able to remember them".

CONTEXT pages may also be a great place for motivational quotes, remembering that motivation is not a substitute for discipline.

TODO List DOCTRINE

Entry Rules

Be Specific & Actionable: Write tasks as concrete actions, not vague goals.

Bad: “Work on storage room”

Good: “Clear top shelf of storage room”

Immediate Bias:

If a task can be done now (under 2 minutes), do it immediately rather than writing it down.

Short Form:

Keep entries brief (one short line). More detail can go in in the context section if needed.

Blocked/Before Items

Many tasks do not need to be done until another task is done or a specific event occurs. While it is often beneficial to do tasks in advance, knowing what must be done immediately is still important.

When a task does not become relevant until a specific event happens, note it with a b., indicating "Blocks" or Before.

If you need ink to print a flyer, you might note the task as "Design Flyer b. ink"

It would likely be preferable to complete the task before the blocker, so you have the option of getting started on the next step immediately.

This is not the same as adding a deadline to a task, because it does not denote when the task needs to be done- it only indicates that the next step can't start until the blocker is resolved.

It is also not the same as a start time. Nothing prevents you from completing the task now, but it might not create value until the blocker is resolved.

Categorization

Immediate (General Log):

Tasks to be started within 24–48 hours can go in the General Log where they will be seen, at minimum, at dawn and dusk reviews.

Time-bound (Calendar / Context Page):

Tasks tied to a date, time, event, or location.

Deferred (Ideas / Someday List):

Non-critical, long-term, or “maybe” items can be moved to a separate list.

3. Motivation Attachment

For any task you suspect you might delay or avoid:

Write a Reason Statement — a short note explaining why this matters or the consequences of ignoring it.

Example:

Task: Replace worn boot laces

Reason: Prevents tripping at work — safety issue

Reason Statements are brief but emotional, linking the task to consequences or values, which has been shown in studies to increase success, and provide a starting point to understand the context.

4. Time Boxing

For certain tasks, replace the full completion goal with a time-limited session⁴ (e.g., “Spend 10 minutes on the bathroom”).

Use this especially when:

1. The scope is unclear or intimidating.
2. You expect it may take much less time than feared.
3. You can make meaningful progress in chunks.
4. You want to build a habit without initially overcommitting

BRANCH table

Battlefield Reconnaissance and Necessary Changes to Habits.

This is a unified chart of everything that's going on in the medium term, good or bad, that is bigger than just a simple to-do list entry. It can contain big things, or smaller things, if you are attempting to analyze and reveal interconnectedness in a complex situation with many pieces.

If using paper, this system seems to work much better with sticky notes or cards rather than just writing on paper. If handwriting, the title or name of every entry should be underlined or otherwise highlighted; without some kind of structure, it can become confusing and hard to read.

Every entry should have:

Keyword

BATTLE — Active, high-intensity problem or project.

CAMPAIGN — Planned multi-step initiative.

MYSTERY — Unknowns that need investigation, an active project primarily focused on a question.

DECREE — A policy or standing rule that you believe requires attention to integrate or maintain.

FRONTIER — New opportunity or expansion area.

ASSET — Resource to protect or maintain, that does not need major changes at the moment.

ALLIANCE — Relationship or collaboration.

Timeframe(optional)

For minimal friction, use abbreviations. 1d, 1w, 1m, 1y, etc, for days, weeks, months, years. Leave this blank if the time is unknown or ongoing.

Strategic Impact

Why this matters⁵⁶ to the realm overall. How it connects to long-term stability or growth, or what might happen if you fail in this area.

Primary Challenge

The main obstacle or risk, not necessarily an “enemy strategy", although it may be.

Strategy Outline

What are you going to do about this project? What could make the task easier? How will you stay motivated, and failing that, disciplined?

Can an Implementation Intention⁷(If X, I will Y) be used as part of your strategy?

DAGGER

Direct Action General Goal Elucidation Report

For long-term, difficult, or confusing tasks, record the answers to any relevant questions on this list.

For smaller projects, it may still be useful to review the list even if you do not decide to create a report.

Core Questions

🎯 MISSION OBJECTIVE

• What is your immediate goal?
• How will you know that you have at least succeeded in the short term?
• What is the timeline for this mission?
• Would some parts be better done later, made less extreme, or not done at all?
• Could any aspect of the goal or plan itself have been influenced or compromised by an enemy?

💥 CONSEQUENCES

• What are you likely to lose if you fail this mission?
• What are you likely to gain if you succeed?
• How does this project align or not align with your values?

🔥 OFFENSIVE STRATEGY

• What other tasks will be made possible or easier by completing the mission?
• What are the next actionable steps to completing the task?
• Can or should this project or desired new behavior be reinforced by attaching it to something you already do?
• Can this be scheduled for a specific time, or as a recurring event?
• What specific positive Implementation Intentions⁷ (When/If X, I will Y) can you form about this?
• How can the task be broken down into the smallest possible steps ⁸

🛡 DEFENSIVE STRATEGY

• What physical, social, or procedural changes will make it easier to complete the mission?
• What will you no longer accept?
• What traps or hazards are likely active on this mission?
• What long-term action is needed to maintain any ground gained?
• Do you have any conflicts of interest, or motives for self-sabotage regarding the mission?
• Are there unaddressed emotional or morale issues connected to this mission?
• Do you believe or feel that you deserve failure in this area?
• Is there a reason this has not been done already?
• Are any trivial or unimportant aspects of the project consuming more time and resources than they should be?
• What critical sections cannot be easily or safely paused?
• What items, skills, or people are most critical?
• What is most likely to go wrong?
• What decisions cannot be easily reversed?
• How will the physical environment affect this mission?
• How will time-related factors affect the mission?
• What aspects can be validated or confirmed with low time and resource commitment?
• What unproven assumptions do you have about the project?
• How should disruptive changes resulting from this mission be managed?
• Am I actively doing anything counterproductive to this goal?
• Am I willfully refusing to notice or use an obvious solution for irrational reasons?

🎒 SUPPLIES & SUPPORT

• What tools, reminders, or allies will you employ?
• Who do you need to coordinate with?
• What critical information could be lost during handoffs between people and groups?

🧪 TRAINING

• What knowledge, habits, or discipline must be improved?

THREAT HABITS

If the mission relates to dismantling a THREAT HABIT, review these additional questions:

☠️ CRIMES

• What has this enemy already taken from you?
• In what ways does this enemy cause you to betray your values?
• What false promises does this enemy make?
• What strategy does this enemy use to destroy you?
• At what times is this enemy typically active?

🔨 JUSTICE

• How will you actively repair the damage that this habit has caused?
• What will you build that this enemy does not want you to?

🕵️‍♂️ INTEL

• Is this habit serving a larger system that profits from your decay?
• Does this habit interact with any other THREAT HABITS?
• What feedback loops or vicious cycles does this enemy create to preserve itself?
• Does this habit serve some purpose in your personal black market that you have not yet addressed?
• Does the habit serve some useful or necessary function that must be replaced with a healthier alternative?
• Did this habit serve some useful function at one time, which no longer applies?

Reverse Habit Stacking

• Is this habit typically paired with a beneficial activity that needs to be decoupled from the THREAT HABIT?

• If so, does this habit need to be replaced with something else in that context?

• Is this habit typically paired with another activity(snacking/scrolling, gambling/drinking, etc) that enhances it's addictiveness?

• What specific activities will you avoid combining?

FIELD OPS

For specific, focused missions like preparing for an important meeting, use the additional FIELD OPS questions:

🧠 PREPARATION

• Have you done a mental walkthrough of the full mission?
• Have you checked the weather report?
• Have you performed a dry run or test?
• If you had to deploy right now, what would be missing?

⚙️ GEAR

• Is all gear packed, charged, and weather-ready?
• Do you know what you will be wearing?
• Do you have all the required medical, hygiene, or comfort items?
• Is all food and water accounted for?
• Do you need to gather documents, IDs, or permissions?
• Are any critical documents backed up on paper?
• Are digital files in the right formats, folders, and accessible offline?

🚗 TRANSPORT & TIMING

• What is your departure time, and how was it calculated?
• Do you know exactly where to go, how to get there, and what door to enter?
• Is your arrival window realistic (traffic, parking, check-in)?
• Have you double-checked time zones, calendars, and alarms?
• When does the operation end, and how will you leave the site?

🛠️ EXECUTION

• Will you have access to power, internet, and credentials?
• Will you be able to take breaks or eat if the op runs long?

🗣️ COMMUNICATION

• How will you maintain contact with allies or support?
• Do you need to delegate anything or request backup?

🧹 TEARDOWN & RECOVERY

• Have you planned to recover all gear or borrowed items?
• Is there a gear checklist for teardown?
• What needs to be cleaned, reset, logged, repacked, or uploaded?
• Have you made time to rest, review, and debrief?

Task Closure: The Changing WINDs

These four steps can be used any time you switch tasks, to avoid losing critical information, and prevent the previous task from distracting your mind.

Say them in order. Write them only when needed. The goal is clarity, not documentation. Unlike almost all practices in this system, the WIND process is explicitly meant to be done from memory if possible.

W — Where was I?

Identify exactly where you left off and where you will pick back up. One sentence: “Next step is to attach the adapter cable.”

I — Interruption Check

Recall what you were doing or planning before starting this task.

This prevents losing the previous thread and builds the habit of recovery from interruptions.

N — Notes of Wisdom

State one thing you learned or one insight you gained.

D — Direction of Travel

Decide what’s next outside this project once you stand up.

This restores momentum for the rest of the day.

DEBRIEF REPORT

(For reviewing missions, projects, and major events — victories or defeats)

Debrief reports may be done in a digital note, on the CONTEXT page used to plan the project, or in the GENERAL LOG, and important things may be recorded in a BOOK OF LESSONS.

Short Debrief

(for quick wins or smaller events)

• What happened?
• What went well?
• What could have gone better?
• What's Next?

Extended Debrief

(for major undertakings or failures worth deep study)

• What was the mission’s original goal?
• What changed along the way?
• What strengths or skills were proven?
• What mistakes or weak points were revealed?
• What resources proved critical?
• What was brought, purchased, or planned that was not needed or used?
• What unexpected allies or hindrances appeared?
• How can this be done better next time?
• What follow-up actions are needed now?
• What debts or wounds remain from this mission, and how will I make them right?

SORTIE

Stabilize, Orient, Regain, Target, Initiate, Endure

For unforeseen problems, psychological ambushes, or emotional overwhelm.

S — Stabilize

• Take a slow breath. Plant your feet. Feel one physical anchor point.
• Halt any harmful action before it gains momentum (e.g., lighting a cigarette, sending a rage message, self-sabotage).

O — Orient

• Name where you are, who’s with you, and what’s actually happening right now.
• Name the evidence that currently shapes your understanding of what is happening. ⁹
• Is this threat or problem real, exaggerated, or imagined?
• Is your existing plan still viable?
• Quick-log any known tasks, duties, or follow-ups that could be lost in the chaos — so they’re safe to forget until later.

R — Regain

• What are your core values? Which one can guide you here?
• What prior victories or moments of resilience can you recall right now?
• What capabilities and resources are available right now — including unconventional or “off-mission” ones?
• What can I avoid doing right now that will prevent making things worse?

T — Target

• What is the root of the current problem or spiral — and what’s just noise?
• Document any actionable steps currently known and planned — even if incomplete.
• Prioritize: What must happen first? What can be delayed?

I — Initiate

• Pick one action that gives you relief or traction (begin working on a known task, hydrate, walk, etc).
• Make it concrete and start within 60 seconds.⁸

E — Endure

• Continue working on tasks in priority order, even if some tasks are currently impossible.
• If there are blocking issues stopping the entire project, pick some other productive task.

Important Documents

FATIGUE DUTY chart

For each regular and recurring task that must be performed, list:

• The action
• The likely consequences of failure to perform the action

Critical and time-sensitive tasks should be tracked with an automatically repeating electronic reminder.

MESS HALL

List any self-care practices you intend to perform regularly as needed.

LOGISTICS CHART

Record:

• Items that need to be purchased in the near future
• Items in need of repairs or unscheduled maintenance not listed in FATIGUE DUTY.
• Items or empty spaces that are notably currently not being used or that you intend to do something with

GENERAL LOG

Record successful or unsuccessful completion of missions and all notable changing conditions, along with notes from the DAWN BRIEFING and DUSK WATCH

The INCIDENT LOG

“Every blade I have drawn in folly, I sheath with care; every wound I have given, I seek to mend.”

The INCIDENT LOG exists to make mistakes a moment of learning and repair instead of shame or avoidance. The point is ownership and right-action, not punishment.

Process:

1. Spot the breach

When you realize you’ve failed to act in accordance with your values, goals, or standing orders, note it immediately in your Incident Log.

2. Name the harm

Who or what was affected, or could have been?Include both practical and moral impacts.

Avoid the “non-apology” trap — focus on your action, not how people reacted, or how "everything was fine in the end".

3. Repair if possible

If real harm was done, create a plan to make it right where you can. If you can’t repair, make a compensating action that still upholds your values.

4. Extract the lesson

Identify what tactical or strategic lapse caused it.

If a recurring problem is identified, it might go into your “Banned Tactics”, or a refinement of your “Standing Orders.”

Identify and record:

• The time and date
• Contributing factors such as hunger or exhaustion
• What could have been done to prevent the error
• What could have been done to make the error impossible
• How the error could have been detected earlier

The BOOK OF LESSONS

This document, which may be paper, or potentially digital, as it involves long-form, long-term content, is used to log what you have learned from previous successes and failures.

It is separate from the incident log and contains only events, both positive and negative, that you believe have taught lasting and important lessons.

It can contain debriefing notes from large projects, or things as simple as internet "life hacks" you believe you will actually use.

If paper is used, it might be best to use a separate notebook for this.

Entries should include:

• The time this lesson was gained
• The specific situation that occurred, or a general description of multiple events
• The specific mistake or success
• Key Lesson (Principle): Distilled into a general truth — no project jargon.
• Application (Where Else): List at least 2 other areas where this could matter.
• What change you have made, or will make based on this information.

🌅 DAWN BRIEFING

You Have Been Drafted

Conduct this review around breakfast or before you begin your day’s first duties.

Your DAWN BRIEFING NOTES should be entered into the GENERAL LOG.

Inspection

1. Brief Sweep of the Physical Environment

Review

1. Review your OPERATING STANCE
2. Review DAWN CONTEXT PAGE
3. What obligations, meetings, or events are there today?
4. What missions are underway?
5. Take a quick glance at your BRANCH chart
6. What’s the next actionable step for each?
7. Review any calendars or to-do lists you keep.
8. Review Recent GENERAL LOG notes
9. Review FATIGUE DUTY Chart
10. Review MESS HALL: What morale, nutrition, or recovery actions are needed?

Planning

1. Record Today’s Intentions. Consult BRANCH if in any doubt.
2. Expected Hazards and Traps: What might go wrong? What ambushes are likely?

Standby.... Ready..... GO!

🛡️ STANDING ORDERS & OPERATING STANCE

For the duration of the day's mission, you should remember:

• Perform tasks with conscious attention to your environment.
• Use checklists and procedures carefully, don't just rely on memory
• Pause frequently to recall today’s mission intent.
• Don’t take shortcuts or deviate from procedure without clear cause.
• Slow is smooth, smooth is fast—do not skip small actions like removing trip hazards to “save time.”
• You remain on duty during idle moments (e.g. waiting for water to boil). Use them wisely. Maintain awareness.
• If you aren't sure what you should be doing, go back and review the documents
• Stop and reassess if even minor non-ideal conditions are noticed
• Don't leave tasks half-completed, put things away when done
• You Play the way you Practice: Do things consistently, and avoid things that resemble unwanted actions or build incorrect muscle memory
• Do things right away, or make a note to do things, as soon as you notice them
• Maintain awareness of context: When finishing a task, ask yourself what you were doing before you started, and if the task is part of something bigger

🌇 DUSK WATCH

Conduct this after most work is done, but at least two hours before you disengage from the day. This is your final command meeting.

Inspection and Harbor Stow

1. Make another sweep of the environment:
2. Doors locked, tools powered down, hazards cleared?
3. Devices charged, gear cleaned or stowed?
4. Supplies checked, groceries listed, repairs noted?
5. Half-completed tasks: Is there laundry in the washer? Has anything been started but not completed?

Review

1. Review FATIGUE DUTY
2. Review the DUSK WATCH CONTEXT PAGE
3. Review recent GENERAL LOG entries
4. Review your BRANCH table and any relevant DAGGER charts

Debrief

1. How have your actions today affected your long-term goals or plans?
2. Record new events in the INCIDENT LOG and GENERAL LOG. Try to log at least one notable event.

Preparation

1. Set all needed alarms, alerts, and reminders
2. Record any known tasks and intentions for tomorrow
3. Ensure that any items or clothes needed tomorrow are ready to go
4. Review the MESS HALL document and consider taking self-care actions

All posts accounted for. Patrols stood down. Perimeter secure.

Design Rationale for Daily reviews

In keeping with Do The Hardest Thing First², we start with the physical sweeps, things that are likely to involve deciphering handwriting, and things that may be tedious due to length.

Another advantage is that the sweep can be done from memory(and then confirmed once you actually start the checklist!) without even picking up a book or phone, leaving hands free to do any ten second taks a discovered.

We want to keep recording intentions last, to avoid unnecessary akwardness with picking up and putting down pens.

This also allows one to immediately get started on things as soon as they write them down.

Due to the peak-end rule¹⁰, we expect a better perceived experience if easier or more pleasant things are kept near the end.

RITES OF WATCH

These actions introduce controlled friction, novelty, and continuity at points where human attention predictably fails.

They exist not to accomplish work, but to maintain awareness, discipline, and continuity across time transitions.

They are intentionally small, observable, and partly arbitrary. They must not directly accomplish or optimize anything, but they may be connected to something you wish to become more aware of or notice more.

Types

Your ritual set must include at least one action from each class, and should ideally contain three or four items.

Variable Action (Attention Test)

Purpose: Prevent autopilot, force presence

Rule:

• Must vary day to day
• Must always involve doing something (not checking)
• Done at DAWN BRIEFING or DUSK WATCH

Examples:

• Write down the current weather in one sentence
• Sketch a quick symbol representing the day
• Note the moon phase or daylight condition
• Draw one line or mark in a log
• Record one sensory observation (sound, smell, temperature)

This action confirms that you are awake, not just compliant.

Constant Action (Consistency Test)

Purpose: Build tolerance for repetition and boredom

Rule:

• Must be the same every time
• Must never be optimized or skipped
• Should feel slightly redundant

Examples:

• Place a specific token in the same location at DAWN BRIEFING, remove it at DUSK WATCH
• Flip or rotate an object at DUSK and DAWN
• Light (or extinguish) the same lamp
• Straighten one designated object
• Touch a marked surface or emblem
• Say or read the same short line
• Make the bed

This action confirms you can maintain order even when nothing is new.

Optional Diagnostic

Purpose: Reveal fatigue, resistance, or drift

Rule:

• Chosen deliberately
• May rotate weekly or seasonally

Examples:

• Brief posture check or stretch
• One slow breath cycle
• One line written by hand
• Aligning a small object precisely
• Standing still for ten seconds
• If this action feels unusually difficult, that information matters

Rules of Substitution

Actions may be swapped, but:

• Both required classes must always be present
• Changes should be infrequent (weekly or monthly, not daily)
• If an action becomes invisible or forgettable, it must be replaced

Rules of Failure

Forgetting an action is not a moral failure It is a diagnostic signal

If a rite is missed:

• Do not redo the entire sequence
• Do not add penalties
• Simply note the miss and continue
• The ritual exists to detect loss of presence, not to punish it.

⚔️ Weekly Commander's Review: SWORDPOINT

Strategic Weekly Overview, Debriefing, Planning, and Operational INTelligence

A high-command strategy debrief for the week’s campaign. Probably best done on Saturday or Sunday.

Remember that You Have Been Drafted. Ignoring important missions is likely not a good option.

INSPECTION

• Perform an in-depth sweep of your environment, looking behind, under, and inside things.

📚 DOCUMENT REVIEW

• Review last week's SWORDPOINT notes
• Review the SWORDPOINT CONTEXT PAGE
• Review your other CONTEXT PAGES, including infrequently used ones.
• Review the THUNDERWARS cheat sheet.
• Do any Standing Orders need review or reinforcement?
• Should your FATIGUE DUTY or MESS HALL charts be adjusted?
• Review LOGISTICS
• Transcribe anything that needs to be transcribed to digital form.
• Do the bookkeeping: Copy or summarize notes to where they should be.
• Is anything in your documents no longer relevant, that should be crossed out, erased, or archived?

📆 MISSION RECAP

• What were your major actions, goals, or struggles this week? List any operations, breakthroughs, regressions, surprises, or pivots.
• Did anything from the week deserve a DAGGER report?

🧠 DEBRIEF

• What went well and why?
• What failed and why?
• Were there signs you ignored, shortcuts you regretted, or things that could’ve been anticipated?
• Are there emerging themes in your INCIDENT LOG?

🔥 DAMAGE REPORT

• What areas fell into chaos, neglect, or regression?
• What friction points or breakdowns repeated?
• Any untracked or creeping obligations forming?
• Any consistently neglected tasks?
• What RUINOUS SYSTEMS may be affecting you at present?
• Am I copying, taking on, or absorbing inappropriate attitudes, thoughts, or feelings from anywhere?
• Am I getting sufficient rest or taking on unnecessary and unsustainable projects?
• Am I engaging in any unhealthy behaviors?

Spycraft Check

Local World

• Who near me usually knows what’s happening soon? Have I checked with them?
• What events, festivals, or meetups were mentioned in passing this week?
• What changes did I notice on my block, at local shops, or in the neighborhood? • What changes have I noticed with relatives, friends, or close contacts?
• What well-intentioned actions have not been properly examined for possible negative effects?

Mission Zone

• Did I hear of new deals, contracts, or clients that will shift focus?
• Who has ‘soft info’ (rumors, early signals) that could affect priorities?
• What problems did someone brush off with ‘not a big deal’? Could it be bigger?

Silent Signals

• Who seemed stressed, absent, or unusually quiet? Did I ask why?
• What’s missing from the usual flow of updates?
• Is there a policy or system I depend on that hasn’t been mentioned in a while?

Personal Connections

• Who haven’t I checked in with directly that I rely on for awareness?
• What one-on-one conversation could give me clarity that group channels won’t?
• What information do I have that needs to be properly communicated?

Actionable Steps

• What small question can I ask someone this week that could reveal hidden information?
• What intel do I need before the next decision point?

Task Management

• What tasks are currently blocked on something else?
• What has recently become unblocked?
• If I am waiting on a question, what can I do now that will still be useful regardless of the answer?
• Is there sufficient slack time to handle unforeseen events?

🛠️ STRATEGIC ADJUSTMENTS

• What do you want to change about your approach or posture next week?
• What unused resources, spaces, or abilities have you noticed that you could apply?
• Are you focusing too much on any specific strategies or tools, and potentially missing other possibilities?¹¹
• Are any small details either being ignored or consuming more time than they should be?¹²

🎯 NEXT WEEK'S DIRECTIVES

• What are your key missions or events?
• What needs prep or early action now?
• Which actions are critical to retaining ground gained?

LONG TERM ALIGNMENT

• What kind of person do you intend to become?
• Review your CHARTER OF THE REALM
• What "someday" projects would you like to eventually work on?
• What are your current top goals?
• What steps have you taken this week towards your goals?
• What obstacles have impeded progress towards them?
• What actions will you take towards them this week?
• Are your goals or actions related to them represented in your calendar, to-do list, general log, or other reachable documents?
• What aspects of your goals and projects can you pursue with focused deep work?

🧭 VALUES ALIGNMENT

• Are you moving closer to the kind of person you want to become?
• Are any goals losing connection to your values or drifting toward burnout?

✔️ TODO Review

1. Move anything non-urgent to the Ideas/Someday list.
2. Merge duplicates or related items into a single clear task.
3. Split large tasks into smaller, single-action steps.
4. Upgrade vague entries with a clearer action and/or Reason Statement.
5. Check off and record completed items in the GENERAL LOG

Structured Imagination

This is a process used to think through a plan with as few hand-wavy gaps as possible.

It can also be used to deeply document something that has already happened.

Use for any high-stakes action (tech demo, field repair, client delivery, camping trip). Start with the Quick Pass and escalate only as needed.

1. Unstructured Think Through

Write down every known step of what will happen, or what should happen.

2. Intervening Time/Space

For every step, identify what happened or will happen in the gap before and after, between the documented steps.

3. ACTOR–OBJECT–PROPERTY

For each step, record:

Actors

Who/what performs the action? (person, role, service)

Objects

What things are used or acted upon? (laptop, cable, credential, fuel)

Properties

What specific property must hold for the interaction to work? (port type, charge level, software version, key access, permissions)

Implicit Properties

Most objects and subjects have some kind of implicit property that is rarely directly analyzed, such as the expectation that food products should remain free of contamination, or that vehicles are properly maintained, or that people will be rested, fed, and present at the appropriate time.

Explicitly listing these brings them under conscious analysis, rather than leaving them to chance.

4. Repeat

Repeat steps 2 and 3 as needed.

Keep drilling until every property is explicit, and there are no obvious gaps or missing time in the analysis.

5. Red Team

Imagine the mission failed spectacularly. Write a short paragraph: How and why did it fail?

What single point of failure exists? What small oversight would take this down? Who benefits from this failing?

Examine every step and record the most likely cause of failure.

Time Preservation

The warrior must watch out for the Chronophage, lest the sands of time slip away too fast.

A variety of neuroscience-related effects can quite literally steal your (perceived) time, and almost everyone seems to report being affected by it, claiming that time appears to "speed up" as they age.

Novelty Injection

Seek new experiences deliberately, even small ones: take a new route home, try new foods, change workspace layout.

Even minor variations create more “time stamps” in memory, stretching subjective time.

Mindful Attention�

Practices like mindfulness meditation increase present-moment awareness, which research shows can expand subjective time perception.

The “quiet eye” training is a cousin to this — it enhances attentional control.

Episodic Encoding�

Journaling or daily reflection strengthens memory encoding. This makes days feel fuller in hindsight, which counteracts the blur of routine.

Photography or sketching also works — anything that forces you to notice and record details.

Varied Time Scales�

Alternating between fast, intense activity (a run, a timed drill) and slow, deliberate activity (slow cooking, meditation, longhand writing) can recalibrate the brain’s “internal metronome.”

Embodied Anchors�

Neuroscience shows that interoceptive signals (heartbeat, breath) affect time perception. Practices that make you feel your body rhythm can slow perceived time flow.

Social & Emotional Salience�

Emotional intensity, both positive and negative, slows time perception during the event (though memory can distort it later).

Cultivating awe is one of the strongest, most reliably studied “time-slowing” states.

La Verdadera Destreza

The Destreze and an old Spanish system of swordsmanship and philosophy, centering on the work of Jerónimo Sánchez de Carranza and his student.

Much like Eastern martial arts, the system seems to be full of valuable insights that carry over outside of combat.

Circles

One defining aspect of the system is visualizing imaginary circles encompassing the full reach of a sword, giving an instant picture of where someone can attack without adjusting their stance.

This is very useful in the literal sense, as a fast way to approximately analyze how something could possibly move.

This could be valuable for preventing accidents by keeping things that should not touch, like saw blades and fingers, from having unnecessary overlapping reaches.

It is also valuable for analyzing any other situation that can be plotted along multiple axis.

We can imagine a radius of effect for a problem, which only affects us if we are close enough in multiple dimensions (Fatigue, proximity to temptation, stress, etc).

Efficient Movement

The Destreza, with it's focused on minimal and efficient movement, reminds us to consider what specific things are bringing us closer to success or failure, and focus on those, rather than on flashy actions that do little to change the geometry that matters.

If you are on a boat in a poisonous lake, fire hazards are unlikely to be your primary concern.

You should probably leave before you are poisoned, rather than turning off your engine to avoid a non-existent problem.

If you are going to a fancy restaurant, you should not spend time packing a lunch in case they are out of food, and then forget to get dressed in the process.

The “Natural” vs “Forced” Motion Doctrine

Destreza distinguishes between "Natural" and "Forced" motion, which can be interpreted both literally and symbolically.

Natural Motion

• Uses skeletal alignment
• Requires minimal muscular tension
• Can be paused without collapse
• Does not require correction

Violent (Forced) Motion

• Requires continuous effort
• Must be actively maintained
• Collapses when attention lapses
• Creates secondary problems

While the system was originally a martial art, we see everyday examples of movement that seems to set one up for failure and requires active force to control.

Movement without inherent safety or stability shows up in things like cutting a box towards yourself and risking injury if it slips, carrying something in such a way that you cannot easily put it down if needed, or turning a wrench that gives way suddenly and makes you slam your hand.

The Training Grounds

These exercises can be done at any time. It is likely beneficial to randomize them occasionally, because of the effects of novelty on time perception ¹³.

Willpower Sparring (Micro-Stress Tests)

Practice: deliberately choose 1–2 small discomforts daily (cold rinse, finishing a boring chore, delaying a craving).

Benefit: builds tolerance to stress, inoculates against overload and avoidance.

Situational Awareness Drills

• In a building you recently visited, where are the exits and bathrooms?
• What is above your head and near the floor? What is to the left and right? What is on your person?
• In the last place where you were around people, who looked confident and who looked stressed or out of place?
• What can you infer about your environment from a small detail?
• What is missing in your environment that you would expect or want to be there?
• What is the likely cause of some small clue(a noise, smell, etc) and what is likely to follow from it?
• What two things have you noticed recently that did not match, and what could that mean?
• Take three random details from your day and find the story they imply

Attention Tunneling Prevention Drills

One more around the bend

Whenever you notice a potential problem of any kind, try to think of one more potential problem you haven't noticed. The period just after mitigating the first one is dangerous, because it is easy to forget that other, less obvious problems exist.

Practice by thinking of some recent problems you have noticed, and finding a matching paired issue in the same situation, ideally in a completely different category.

If you found an empty soap dispenser, could anything else about the dispenser be an issue? If a stack of papers by the heater is a fire hazard, is there something in those papers you forgot?

Interrupt Recovery

Whenever you are interrupted for any reason, always ask what happened and what you were doing before you were interrupted.

Practice by choosing three events and identifying what happened before them.

Strategy Drills

• How would you have handled a recent challenge without the tool or method that you used?
• How would you have done a recent project with half the time or half the resources?
• If someone were trying to sabotage you right now, what would they do?

👁️ The Quiet Eye Discipline

Quiet Eye¹⁴ training is used in many seemingly unrelated fields, from sports to healthcare and law enforcement.

1. Fixed Gaze

The warrior anchors their mind, and does not turn away from the fearsome sight

Practice: hold eyes steady on a single point (dot, mark, flame).

Purpose: lengthens focus, reduces wandering attention.

2. Tracking

Practice: follow a moving object smoothly (pendulum, thrown ball, person walking).

Purpose: improves hand–eye coordination and predictive timing.

Analogy: shadowing an enemy’s blade, or a hawk tracking prey.

3. Pre-Action Focus

The archer makes sure of his aim before he fires

Practice: pause to fix your gaze on the critical spot before moving (foot placement before stepping, handle before grasping, text before writing).

Purpose: strengthens decision–action coupling; reduces clumsy errors.

4. Peripheral Expansion

The ranger knows the changing conditions of battle

Practice: soften your focus and notice the whole scene — awareness of motion, shapes, colors at the edge of vision.

Purpose: prevents tunnel vision; increases situational awareness.

5. Shift Control

The good scout finds what is hidden and examines it closely

Practice: deliberately switch between tight focus, as in Tracking or Fixed Gaze, and wide awareness.

Purpose: agility of attention; flexible mind under pressure.

Time Awareness Drills

Polychronic Training for Monochronic Minds

Buffer Discipline Drill

Setup: Block 30–60 minutes in your planner, but label it only as "flex time".

Rule: You cannot pre-plan it. When you reach it, you must choose what to do on the spot, avoiding any RUINOUS SYSTEM habits and unenjoyable "counterfeit leisure".

Difficulty upgrade: Roll a die or flip a coin to decide whether you use it for rest, socializing, or a small useful task.

Incomplete Information Drill

Setup: Pick a small project, like drawing a picture, with low stakes and low potential material waste, but forbid yourself from having all the details in advance or doing any research before physically starting.

Rule: Start anyway, filling in missing pieces as you go.

Goal: Reduce paralysis when plans aren’t fully clear.

Event-Based Timing Drill

Setup: Choose a non-critical task to schedule not by the clock, but by events (e.g., “after I eat,” “before the sun sets,” “once I’ve spoken to X”).

Note that this type of plan does not count as "reachability", at least not consistently for all people, and should not be intentionally relied on for anything critical.

Rule: No exact times allowed, only relationships.

Goal: Loosen dependence on clock precision and learn to feel time in a more organic rhythm.

Temporal Anchor Practices

1. Novelty Injection (hippocampal engagement, slows perceived time)

Once per week, deliberately try something you’ve never done: a new food, route, micro-skill, or environment. Small is fine — the brain flags it as special.¹³

2. Deep Presence Sessions (mindfulness/attention widening)

One block of time (20–30 minutes) with full sensory awareness: a walk with no phone, or a “slow meal” noticing taste, smell, texture.

Research¹⁵ shows mindfulness alters time perception, stretching the present moment.

3. Detailed Episodic Journaling (memory encoding & richness)

Instead of just logging outcomes, describe sensory details, small surprises, and feelings. ¹⁶

Amabile’s “small wins” combine here: anchoring memories in concrete richness makes weeks feel longer and more meaningful.

4. Time Travel Reflection (default mode network, autobiographical time)

Once a week, consciously place yourself 5 years back and 5 years forward: what’s different, what’s constant?

This engages autobiographical memory and future prospection, expanding felt temporal scope.

5. Awe Exposure

Watch a night sky, hear music that gives goosebumps, visit a tall building, read cosmic scale writing. ¹⁷

⚔️ The Path of the Warrior-Poet

Artist’s Drills for Steady Hand and Focused Mind

“A sword is sharpened by repetition, not rage. A line is straightened by patience, not perfection.” — Old proverb from the Monastery of Quiet Ink

Drill I — The Line of Honor

Draw a grid of lines across a page — slowly, evenly, without ruler or haste,

Strive for even spacing and consistent pressure.

Draw a set of lines, and then extend them, trying to make them look like continuous lines with no separate parts.

Drill II — The March of Alignment

Place small objects — screws, coins, scraps — in perfect rows and columns by eye. Adjust until every item “feels” aligned.

Create a grid of evenly spaced dots on paper in the same way.

Drill III — The Pulse of Craft

Choose a repetitive motion (cutting, sanding, stitching, typing). Perform it 100 times with unbroken rhythm and even pressure.

Drill IV — The Long Road

Keep a pencil moving purposefully for a full minute without pause, creating a pattern of your choosing.

FIELD BOOK

The "standard" form of paper version of this system uses Personal size pages, commonly (and incorrectly) known as A6.

Standard Supplies

Personal Size 6 ring planner

0.9mm mechanical pencil

Preferably the Sakura Sumogrip or similar. 0.9 is chosen because it is much more durable and reliable than 0.5 or 0.7, and is now widely available.

1.5x2" sticky notes

These smaller notes are perfect for things like the BRANCH table, which may change regularly, and can also be used to attach reminders to objects, although for many people this should not be relied as they may go unnoticed.

Tab Dividers

Storage pouch page

This is important for keeping track of your sticky notes. Often included with planner kits. Be sure to have a large one that actually fits the sticky notes; the 3-section card holders don't.

Today marker ruler

For quick access to the current time in the GENERAL LOG, these are often included with planner kits.

There should be 5 tabs:

GENERAL LOG

Use a bookmark to quickly jump to a specific day. Those who mostly use digital media can use this for short bullet point upgrades, and keep a separate digital DIARY for longer discussion.

OPERATIONS

This section deals with monitoring the state of ongoing projects.

Keep the BRANCH table at the front, and add any DAGGER reports after.

Keep CONTEXT PAGES here unless they have somewhere else specific to be.

BASE CAMP

This section deals with normal everyday life and routine tasks not otherwise associated with a specific mission.

• FATIGUE DUTY chart(Always in front)
• MESS HALL chart
• LOGISTICS page
• CONTEXT PAGES that don't have somewhere else to be

MISC

For any random nonstandard notes

INCIDENT LOG

This gets its own section in the back, for quick access without imposing too much unpleasantness.

Symbols

CHARTER OF THE REALM

To aid in prioritizing projects and goals, consider your thoughts on these matters, keeping in mind that you may have to discover them over time, and taking care not to lock yourself into an unhealthy self-image.

Core Values

"These are the banners I ride beneath; I raise them high so I may see them clearly in the dust of battle."

Your moral compass, virtues you fight for

Favored Arts

"I hold these favored arts in trust, knowing they have served me well in times past. Yet I remain mindful that even the surest hand may falter. Thus I pledge to wield my strengths with care, lest they endanger those I am sworn to protect."

Your "Core Competencies", bearing ever in mind that they may change.

Standing Orders

"When the horns sound and the fog of battle covers all, still the golden path shines clear."

Non-negotiable rules you always follow

Victory Conditions

What “winning” in life means to you.

Banned Tactics

"Some weapons I leave to rust"

Things you refuse to do, even if they might “work”

RUINOUS SYSTEMS

You may want to create a separate page to list any larger threats that may be working in the background, as common factors driving multiple seemingly unrelated THREAT HABITS.

Use the THREAT ASSESSMENT QUESTIONS to analyze each one:

1. What behaviors does this system produce or reinforce?
2. Is there a core emotion it seems designed to manage (e.g. fear, shame, overwhelm)?
3. What beliefs or assumptions sustain it?
4. What cues or situations activate it?
5. Can or should these situations be modified to prevent this?
6. What social, material, or environmental factors sustain it?
7. What unmet need might this system be attempting to serve?
8. Has this pattern helped you survive something in the past?
9. What’s the minimum viable change to reduce its impact?
10. What is a healthier or more productive alternative to participating in this system?
11. How can friction be added so that it is harder to participate in the unwanted system?
12. How can friction be removed so that it is easier to engage in healthier alternatives?
13. Is this system self-reinforcing or part of a vicious cycle or feedback loop?
14. Is professional or deep personal work required here?

Paper Vs. Digital DOCTRINE

One possible template for those primarily using digital media.

Electronic (The Command Center)

Calendars & Critical Reminders

Use electronic tools for time-sensitive alerts, recurring events, and deadline tracking.

Deep Analysis & Long-Form Planning

Electronic is faster for typing, editing, and reorganizing complex thoughts.

On-the-Go References

Keep essential reference data in your phone/tablet unless a notebook is already in play for the day.

Sensitive or Emotional Material

Digital storage allows encryption or password protection, deterring casual snooping.

Long Term Storage

Digital data can be easily preserved, making it convenient for things like ideas/maybe lists.

Paper (The Field Log)

Temporary, Low-Stakes Data

Quick jot notes, numbers, or sketches that lose relevance after hours/days.

Breaking Creative Blocks

Paper removes digital distractions and encourages nonlinear thinking.

First Impressions & Raw Observations

Physically writing something requires more effort; do the harder thing first if both paper and digital copies are needed.

Instant-Access Situations

Data you may need without load times (maps, quick reference tables, visual mnemonics, simple daily todos)

📦 ARCHIVE

Step 1: Field Archive

When a page is no longer active but may still be referenced soon (e.g. last week’s BRANCH, recent gear logs, completed DAGGERs), move it to the rear of your FIELD BOOK, after your spare blank pages. This keeps it accessible, but out of your working tabs.

Step 2: Deep Archive

When pages are fully complete or unlikely to be used again soon, transfer them to your archive box or binder back at base. File by section or date for long-term reflection, incident tracking, or post-mission analysis.

“Leave no thought behind. Every battle fought teaches the next one.”

Gear Discipline

Excessive quantities of objects can consume large amounts of time and effort, sometimes starting before the item is even purchased!

Mission-Driven Loadouts

Military principle: Every piece of gear must justify its weight by its direct connection to the mission.

Practice: Soldiers don’t just carry “what might be useful.” They’re trained to constantly evaluate whether an item supports the immediate mission, the environment, and the duration of action.

Weight & Bulk Discipline

Soldiers are told: “Ounces make pounds, and pounds make pain.”

Always pick up your loadout, put it on, and walk around before committing.

If you wouldn’t want to sprint or climb with what you plan to carry, or if you dread loading and unloading it all, something has to go.

Staging & Layering

Both militaries and first responders use layers when out in the field.

On-body (first line)

Absolute essentials (knife, water, ID, comms, light, etc). Must never leave your person.

Pack (second line)

Mission gear you might drop temporarily, but would recover soon. This is the gear that is actively in use, or extremely likely to be used soon, such as the tools in a tool belt.

Base (third line): Bulk items left at camp/vehicle/rucksack/etc.

Unofficial "Fourth Layer"

Civilians in non-emergency situations almost always have an additional "fourth layer" of things that can be readily bought, borrowed, run home for, or otherwise found easily. This concept does not appear to be discussed in survival circles, but it is a key difference between everyday life and tactical situations.

Many non-critical items are much less important than they seem to be.

For every item, determine what layer it belongs in, and how it should be securely carried.

Post-Mission Review

After every op, soldiers do a “lessons learned” session: what was never touched? What saved the day? What broke?

During your debriefings, pay special attention to items that are consistently unused.

Standardized Lists (But Flexible)

Units often use a baseline packing list (everyone carries X, Y, Z).

Civilian adaptation: Have a master list for camping, travel, work — but trim ruthlessly before each trip.

Gear Care Discipline

Add any regular maintenance to a repeating calendar event, or to a CONTEXT page you use regularly, possibly even the SWORDPOINT page.

Morale vs. Mission Gear

The military acknowledges morale is part of survival. A letter, a photo, or one comfort item is often encouraged — but not an entire pile.

Mission Fit Questions

• What mission is this item supporting? (Daily living, work tasks, outdoor trip, emergency readiness, etc.)
• What happens if I don’t have it? (Real consequence vs. mild inconvenience.)
• Do I already own something that can substitute? (Multi-use tools usually beat single-use ones.)
• Is there an alternative that doesn't require any gear at all?
• Could I obtain this item at the last minute if I suddenly need it?
• How often will this be in play? (Daily, monthly, once a year, “only if everything goes wrong.”)
• Does it connect with my existing gear? (Does it strengthen a system of items I already use, or sit outside the strategy?)
• Have you examined all manuals and documents relating to the item? Many products have some hidden property that makes them unsuitable, which is not made obvious in the product page.

Burden Analysis

• Where will it live when not in use? (Does it have a home, or will it float around as clutter?)
• What does it cost to maintain? (Batteries, space, cleaning, updates, spares.)
• Does it require training or practice to be useful? (If so, will I realistically practice with it?)
• How will I feel every time I see it? (Does it motivate or demoralize?)
• Does the item support any THREAT HABITS I am trying to quit?
• Does the item require any special protection from damage or loss?
• Is there likely to be a better version out before I actually want or need to use the item?
• Does the item have a limited shelf or calendar life? Will it be used before expiration?

Imagination Drills

• Picture a day using it. How does it make life easier or safer?
• Picture a day carrying it but not using it. How much friction or regret does it add?
• Picture lending or losing it. Would I really care, or would I secretly be relieved it’s gone?
• If I could only bring 5 items on a mission, would this make the cut? Why?
• If this item didn’t exist, how would I solve the problem? (Sometimes the “workaround” is better than the object itself.)

Administrative

Typography

The official font is Ovo for body text, and Black Ops One for headings.

Headings level 1 and 2 should be centered, and all lower-level headings should be right-aligned.

Semantic Versioning

This project uses SemVer for version numbering.

References

As this is not an academic paper, citations do not always follow standard practice for scientific writing. They are there to provide historical context and starting points for further research.