04 / Think / iOS
A little structure. A clearer thought.
Organize ideas with 67 thinking frameworks, from SWOT and priorities to reflection. Capture what matters and decide on your next step.
Start with a question on your mind and choose a framework that fits. Prompts and worked examples help you give ideas a shape, then review them as a diagram or list. Export your note or a blank worksheet as a single-page A4 PDF.
Currently in App Store review. A release date has not been announced.
Frames
Help with thinking frameworks, saved notes, and PDF worksheets.
Frames
How this app handles data.
FROM SCREEN TO PAPER
Export a note and its summary as a PDF to print or share. A blank worksheet lets you step away from the screen and think by hand.
Explore how you see yourself through two questions: what do you know about yourself, and what do others know? This example is a blank worksheet with prompts and space to write.
A4 portrait · 210 × 297 mm · 1 page
Filled notes can also be exported. Dense notes use smaller text to fit the page.
THE FRAMEWORKS
Set priorities, compare options, or reflect on an experience. Explore 67 frameworks across 11 purposes. Open a group to see how each frame works, when to use it, and a question it can help with.
Shown: 67 / 67
Sort tasks by two questions: does it matter to my goals, and is the deadline close? Known as the Eisenhower Matrix. The important-but-not-urgent box is where real progress hides.
Place ideas on a map of expected effect versus effort. High effect with low effort is where to start; low effect with high effort can usually wait.
Set the time frame and purpose first. Avoid making everything a Must. Won’t means outside this delivery, not never needed.
List your options, choose the criteria that matter, weight them, and score each option. The total is not the answer — it shows what drives your preference.
List the advantages and disadvantages of one option. Counting is not enough — star the items that weigh most for you.
List the forces driving a change and the forces resisting it. Often it is easier to weaken a resisting force than to push harder.
Consider each perspective before deciding. Use Interesting for possibilities or questions, and do not decide by counting entries.
Three columns: what to start, what to stop, what to continue. It turns vague dissatisfaction into concrete changes in behavior.
Reflect with four prompts: what you loved, loathed, learned, and longed for. Feelings come first, then lessons, then wishes for next time.
Keep what worked, name the Problems, and choose something to Try. Link each Try to the Problem it addresses.
Your team is a boat heading to an island. Wind pushes you forward, anchors hold you back, rocks are risks ahead. The metaphor makes it easy to talk openly.
Separate what happened, what it means, and what to do next. This is an individual note-taking adaptation of a group reflection and dialogue method.
Choose one experience and distinguish facts, feelings, evaluation, and analysis. Turn conclusions into action and revisit them after the next experience.
Use this after a Test Card and distinguish observations from interpretations. Avoid generalizing from a small sample and record the next test or decision.
This adapts the Liberating Structures dialogue method for individual notes. It is distinct from engineering TRIZ and its inventive principles. Focus on changeable behavior, not blame.
Look at a situation through four lenses: strengths and weaknesses inside you, opportunities and threats around you. The value comes from pairing them — which strength can catch which opportunity?
Look at the Customer, the Competitor, and your own Company side by side. A good strategy sits where customers’ needs meet your strengths and competitors are weak.
Scan the outside world through four lenses: Political, Economic, Social, and Technological. It reveals trends you cannot control but must prepare for.
Place products or activities by market growth and relative market share: stars, question marks, cash cows, and low-growth, low-share items. It helps balance where to invest.
Map Suppliers, Inputs, Process, Outputs, and Customers to see a process at a high level. This five-part version omits the additional Constraints and Measures fields.
Separate claims from evidence and record sources and conditions. Consider contrary evidence; unresolved questions are useful.
Define the industry and time period and note your sources. This examines industry structure and value distribution rather than scoring one company’s strengths.
Classify contexts, not people or merit. This five-domain record omits detailed boundaries and transitions. Revisit the category as circumstances change; experiments in Complex should contain the impact of failure.
Ask “why?” about a problem, then ask it again about the answer, up to five times. Each step moves from the symptom toward a cause you can actually fix.
Break a big question into smaller branches until each one is concrete enough to act on. Branches should not overlap and together should cover the whole.
Group possible causes of a problem into categories, such as people, methods, tools, and environment, then list candidates under each. Based on the Ishikawa (fishbone) diagram.
This canvas records the reasoning from background to follow-up. Explicitly connect causes and countermeasures and revise earlier sections as evidence changes. Filling the form is not the same as solving the problem.
A loop of Plan, Do, Check, Act. Decide how you will judge the result before you start, then run a small test and improve.
A one-page canvas: who it is for, their problem, the value you offer, what you will try, what you need, and how you will know it worked. Each box should support the others.
Design an offer through four choices: Product, Price, Place (how it reaches people), and Promotion. Check that the four tell one consistent story.
A coaching sequence: clarify the Goal, describe the current Reality, widen the Options, then commit to what you Will do. Go back a step whenever the picture changes.
Check a plan against seven questions: What, Why, Who, When, Where, How, and How much. Gaps show up as blanks; mark them as undecided instead of guessing.
Describe where you want to be, where you are now, the gap between them, and the actions that close it. Use the same measures for both states.
Break a deliverable into smaller parts, then those parts into pieces small enough to manage. It shows the full scope of the work.
Shape a goal so it is Specific, Measurable, Achievable, Relevant, and Time-bound. Then rewrite it as one clear sentence.
Work through Wish, Outcome, Obstacle, and Plan in that order. Take time to imagine the outcome and your inner obstacle, then make an if–then plan.
Define one hypothesis, a test, a metric, and a decision threshold before experimenting. This note format records one hypothesis at a time.
Find actions within your current freedom and resources, without extra permission or resources. The 15% is a metaphor. These three fields adapt a shared consultation method for individual notes.
Sky is fact, rain is interpretation, and umbrella is action or a solution. Separate what you know from what you infer, then decide what to do.
Revise the five elements together. This can prepare an individual draft, but discuss it with participants before treating it as a shared agreement.
Connect an outcome to opportunities, solutions, and assumption tests using parent links. Opportunities may have sub-opportunities. Unlinked entries are drafts. Use concrete customer experiences as evidence; scoring and conclusions are not automatic.
Edward de Bono’s Six Thinking Hats: look at one topic through facts (white), feelings (red), caution (black), benefits (yellow), creativity (green), and process (blue). Everyone wears the same hat at the same time.
Seven prompts to reshape an idea: Substitute, Combine, Adapt, Modify, Put to another use, Eliminate, Reverse. Generate first, judge later.
Two rounds of opening up and narrowing down: discover the problem and define it, then develop solutions and deliver one. Expect to loop back as you learn.
Turn observations into a “How might we…?” question without prescribing a solution. These three note-taking stages help refine the question.
Use industry norms to consider what to Eliminate, Reduce, Raise, and Create. This four-category view does not draw a value curve.
Describe a tension between two truths without making either side wrong. This individual note helps resist discarding one side or rushing to a solution.
Map what another person says, thinks, does, and feels. Separating observed facts from guesses keeps you from projecting your own view onto them.
Follow a person through the stages of an experience — discovering, trying, continuing — and note actions, feelings, and ideas at each step. Pain points become visible in context.
Map the people involved by their interest and influence on your project. It suggests who to involve closely, keep satisfied, keep informed, or monitor.
Use one entry per perspective, recording a view and a question. Distinguish imagination from what people actually said and do not assume their feelings.
This is a note-taking canvas for circumstances and desired progress. Ask about actual choices, not only requested features. It is not a standard form covering the whole JTBD theory.
Structure a message as Point, Reason, Example, Point. Lead with the conclusion, support it, then restate it so the listener remembers.
Tell an experience as Situation, Task, Action, Result. Focus on what you yourself did and on evidence for the outcome.
Structure feedback around a specific Situation, observed Behavior, and its Impact. Describe what happened without assuming personality or intent.
Build a message around the issue, your answer, and the response you want from the recipient. The answer includes how you evaluated the matter and reached your conclusion.
Clarify before giving feedback, then share value, concerns, and suggestions. Focus on the work or idea rather than judging the person.
Distinguish assumptions about the other party from confirmed facts. BATNA is a feasible alternative if no agreement is reached, not a demand made to the other party.
Picture yourself held between two forces: what keeps you where you are and what pulls you toward something new. Naming both shows what you would not want to lose.
When you make a decision, write down what you expect. Later, compare it with what actually happened. Over time you learn where your judgment is strong — an approach described by Peter Drucker.
Four windows: what both you and others know about you, what only others see, what only you know, and what no one knows yet. It shows how feedback and openness can widen shared understanding.
Use this after reading, a lesson, or an experience. Record how your understanding changed, rather than only summarizing the content.
This explores purpose, not causes of failure. Add successive questions and answers in the reasons section without forcing nine repetitions. This is an individual record of a dialogue method.
Explore three different possibilities rather than ranking a first and backup choice. Stages represent years and lanes represent plans. In Overview, note each plan’s resources, appeal, confidence, coherence, and questions. Written assessments replace the original visual gauges.
Imagine it is the future and your plan has failed. List why, what early signs would warn you, and what you can do now to prevent it.
Map known knowns, known unknowns, unknown knowns, and unknown unknowns. The final field is adapted for recording ways to discover or prepare for the unexpected, rather than listing unknowable facts.
Use one record per failure mode and separate its effects, causes, controls, priority rationale, actions, owner and due date, and results. This is a qualitative record. It does not calculate severity, occurrence, detection, RPN, or Action Priority, or determine standards compliance.
No frameworks match. Try another name or keyword.
Frameworks included in the submitted version. Each has an explanation, prompts, and a worked example. You can also start with a blank note.
Actual screenshots of a development build, shown in Japanese. The interface may change before release.
12 languages, including English, Japanese & Chinese
The submitted version supports 12 languages. It follows your device or app language preference and falls back to English for unsupported languages.
English · Japanese · Spanish · Korean · Simplified Chinese · Traditional Chinese · Portuguese · Turkish · French · Tamil · Arabic · German
Frames is currently in App Store review. A release date has not been announced.
Understand a situation, set priorities, compare options, explore causes, reflect, or plan goals. Each framework includes an explanation, prompts, and a worked example.
Export your note and summary as a single-page A4 PDF, or print a blank worksheet to fill in by hand. Dense notes use smaller text to fit the page.
Core features and bundled translations work offline. Reference links and sharing destinations may require an internet connection.
No account required. Notes stay on your device and are not sent to the developer by the app. Core features work offline. Device-to-device synchronization is not included.
Information checked:
Currently in App Store review. A release date has not been announced.
Three aims. One quiet rhythm.
Make this turn yours.
One droplet. Many scales.
Turn what you wanted to say into your own English.
Frames is currently in App Store review. A release date has not been announced. These guides describe the submitted version.
Choose a framework from the catalog and open its worked example, or create a blank note. Add thoughts using the prompts and record your key insights and next steps.
Notes are saved on your device. No account is required. Device-to-device synchronization is not included. Export important notes before removing the app.
Open a note and choose the share button, then the PDF export option. A note and its summary fit onto one A4 page; dense notes use smaller text. You can also export a blank worksheet from a framework’s detail screen.
Core note features and bundled translations work offline. Reference links and destinations you choose when sharing may use external services.
Original policy updated October 7, 2026. Published on this site October 15, 2026.
Frames stores your notes on your device and does not require an account. Notes are not sent to the developer by the app. When you export or share a note, the destination you choose handles that content under its own privacy practices.
If you contact support, your email and the information you provide are used to respond to your request. Avoid including sensitive information that is not needed to explain the issue.
The hosting provider may process technical request information to serve this page.
For questions, contact [email protected].