Abstract:
A decision-making and planning system and method, which may be implemented as a website, enables a decision maker to formulate strategies and tactics divides potential courses of action into discrete units called “plays” and “surrogates,” and presents the plays and surrogates as symbols or icons organized into a taxonomic table, with definitions and information useful in selecting the plays associated with and accessible through the symbols or icons. The decision-maker selects plays from the table and places symbols or icons representing the plays on a template or whiteboard. The result is an analysis or map of strategies, including a sequence of plays and/or surrogates and corresponding information, that can be saved, edited, or published.

Description:
This application claims the benefit of provisional U.S. Patent Application Ser. No. 60/839,410, filed Aug. 23, 2006. 
    
    
     BACKGROUND OF THE INVENTION 
     1. Field of the Invention 
     This invention relates to a computer-implemented decision-making system and method that enables a decision maker to formulate strategies and tactics, by dividing completed or potential courses of action into irreducible units called “plays,” and/or by utilizing three kinds of third-parties, referred-to herein as “surrogates.” The plays and surrogates are presented as symbols or icons organized into a taxonomic table, with definitions and information useful in selecting the plays associated with and accessible through the symbols or icons. 
     In addition to the taxonomic table, the invention provides a methodology that helps decision makers sequence and pattern their moves or plays, and a resource that lists “factors” that influence plays and helps the decision maker fine tune the course of action. 
     In order to utilize the invention, a decision-maker selects plays and/or surrogates from the table and places symbols or icons representing the plays and/or surrogates on a template or whiteboard. Play selection is guided by the methodology, which in the preferred embodiment includes five steps, and by the listed factors. The result is a course of action, or map, including a sequence of plays (and/or surrogates) and corresponding information, that can be saved, edited, or published. 
     The system and method of the invention, including the table of plays and surrogates, the five-step methodology, and the list of factors, may be implemented as a website accessible by decision makers in a wide variety of fields including, by way of example and not limitation, management, strategy, marketing, sales, public affairs, advertising, public relations, media, and law. It is especially suitable for use in the context of business or commerce, but also is applicable to politics and any other field where decisions must be made, usually for the purpose of influencing a person or organization and collections thereof. 
     An in-depth description of the principles underlying the invention, as well as detailed descriptions of each of the plays and surrogates mentioned herein, is found in  Elements of Influence  by the Inventor, Alan Kelly, published in October, 2006 by Dutton Books, a division of Penguin Publishing USA, and incorporated herein by reference. 
     2. Description of Related Art 
     The concept of a general decision making tool that reduces the process of decision-making and planning of strategy to a system that can be implemented on a website is believed to be unique. While “expert systems” designed to solve problems in specific fields are well-known, and while all such problem-solving ultimately involves common underlying principles, the Inventor is the first person to reduce those principles to a form, and in particular a finite set of irreducible “plays,” that can be used by decision makers and planners in any field, for virtually any decision that needs to be made or plan to be developed. 
     A play, as defined by the Inventor, is a strategem, i.e., one of a finite set of discrete strategic maneuvers a person or organization employs to improve its relative competitive position in a “marketplace.” The term “marketplace” as used herein refers to a broad playing field that encompasses all types of business or activities that might involve competition, from the public to the private sector, from governments to institutions to venture start-ups and individuals, and from not-for-profits to profiteers. 
     Basically, the invention involves a comprehensive set of moves and counter-moves that people and organizations might employ in business, politics and popular culture, defining the “plays” that a decision maker runs on allies and rivals alike, and exposing the plays that allies and rivals in turn run on the decision maker. Individuals and organizations have always run plays, and particular plays have always been subject to in depth analysis. However, it has not heretofore been possible to categorize and present the plays in a way that is generally applicable and yet presentable on a web-site. 
     Examples of conventional expert systems are found in U.S. Pat. Nos. 6,850,923; 6,847,957; and 5,481,647. Such systems can be very useful in particular applications. However, they do not provide the versatility of the present invention, which is not limited to a particular application but has much wider applicability. The reason is that while conventional expert systems involve knowledge databases and rules for accessing the databases, so that a previously stored answer can be associated with a question or problem, the present invention seeks to provide guidelines and templates to guide the decision-making process, rather than particular rules or answers to specific problems. In other words, whereas expert systems provide predetermined answers to specific questions, the present invention provides general rules that can be adapted to completely novel situations or contexts. If a conventional expert system is analogous to a human consultant hired to solve a particular problem based on his or her previous experience, the system and method of the invention is analogous to hiring Socrates, who might not know anything about the particular situation or context but will ask the right questions, based on a knowledge of decision making in general rather than on specific experience, to enable the decision maker to arrive at the best possible solution. 
     SUMMARY OF THE INVENTION 
     The system and method of the invention is based on the principle that any strategy or course of action that a person or organization might undertake when presented with a particular challenge, or to achieve a particular goal, can be broken down into a series of “plays” or irreducible strategems that may be carried out by, or on behalf of, an individual or organization. The Inventor has identified  25  such plays, although the number and definitions of the plays is not intended to be limiting since there may be plays that have yet to be identified, and disagreements may exist as to the proper identification or categorization of existing plays. The invention does not depend exclusively on particular plays, but on the concept of presenting the plays in a form that gives a decision maker insight into the decision that needs to be made, and that can be practically implemented. 
     In the illustrated embodiment, the plays are presented in the form of a unique taxonomic table of symbols or icons, divided at the very least into a number of groups, categories, or classes arranged according to degree of confrontation and/or ease of execution, each group, category, or class containing one or more plays, that can be displayed in a way that facilitates selection by a user, and that enables definitions and information on the plays to be easily accessed as well as recommended upsides, downsides, best uses, and guidelines for decoding and counteracting plays. 
     The taxonomic table may take the form of a chart or display of 25 play types arranged in three classes and eight subclasses that works on two dimensions to indicate degree of confrontation and ease of implementation, and explains the relationships of plays to one another and how they progress. Descriptions of each of the 25 play types and three surrogates is provided below, with further information and examples being contained in the above-cited The Elements of Influence by the present Inventor. 
     Although the invention involves both “plays” and “surrogates,” as noted above, for purposes of conciseness the following discussion refers primarily to “plays.” However, it is to be understood that “surrogates” may be selected and/or applied in the same manner as plays, and that any discussion of “plays” will in general implicitly apply to “surrogates” as well. 
     In addition to the table, the invention also preferably includes a five step methodology that helps decision makers sequence and pattern their moves for success. The methodology may include (I) a “fit or friction” step in which a source or sources of agreement or disagreement are identified, (ii) a play selection step, in which one or more plays is selected from the table, (iii) a step of actually executing or running the play or plays, (iv) a step in which the decision maker pauses to assess the result of running the play or plays, and (v) continuing or discontinuing the plays according to the results of the assessment. Of course, only steps (I) and (ii) actually involve a computer-implementation, the remaining steps being carried-out by the decision maker in real life, i.e., in the marketplace, on the campaign trail, on the battlefield, and so forth, although the computer-implementation can provide continued guidance as the various steps of the methodology run their course. In the context of a business, for example, the process guides the decision maker as they parley and propel their agenda, from the glimmer of a brainstorm to the glitter of a marketplace phenomenon, from a competitor&#39;s attack to a competitor&#39;s defeat. 
     Finally, in addition to the taxonomic table of plays and the five step methodology for applying the plays, another feature of the invention is to provide a resource that lists the important variables or “factors” that influence a marketplace and help fine-tune diagnoses and battle plans. This feature of the invention is optional but useful, and is included in the preferred embodiment described below. 
     The preferred implementation of the invention is in the form of a website, although the invention may of course also be made available over a wireless network or any other media capable of presenting information to the user in the manner that enables the principles of the invention to be utilized by a decision maker. In the case of a website, once the user logs into the site, the user is prompted to use the site, at least the taxonomic table of plays, and a template or “whiteboard” onto which selected plays may be placed and associated with information concerning application of the plays, the actors who will be carrying out the plays, and such information as the times and locations at which the plays will be carried out. The filled-in “whiteboard” may then be stored for editing, distribution, or publication. 
     In a preferred embodiment of the invention, the whiteboard enables plays to be plotted along a timeline to illuminate the patterns, sequences, trends and tendencies of marketplace play action, including moves that have been made and potential moves. Input of supporting information is carried out by selecting an icon or “information bubbles” into which information may be input in a captioned form. 
     The user, in the preferred embodiment, may call up further details of the play&#39;s capabilities and characteristics by clicking on or otherwise selecting a particular play or surrogate, and calling up a “flash card” that presents a menu or menus through which different details may be accessed. The further details may include, but are not limited to, one or more of the play&#39;s rated risks and rewards, definition, lists of related plays and terms, case examples, and suggested upsides, downsides, best uses and recommended means for decoding and countering the play. One especially useful type of information that may be associated with a play or plays is examples of the plays. 
     In the illustrated example, the taxonomic table includes three classes of plays: referred to as “assess,” “condition,” and “engage” plays, as well as a “surrogate” grouping of three additional entities. The “assess” class includes plays involving monitoring and profiling of players and marketplaces, the “condition” class includes plays involving encouragement or suppression of strategies to influence or reform sentiments of players and marketplaces, and the “engage” class includes plays involving plays that destabilize players and marketplaces, assert leadership, or invite competitive responses. Finally, the separate “surrogate” group includes actions that involve enlisting support from third parties. 
     In the illustrated non-limiting example, each class is divided into subclasses, and each subclass includes individual plays, which are described in detail below. Of course, the particular taxonomy of the illustrated example, while believed to be especially advantageous, is not intended to be limiting, and it is possible that different taxonomies could be developed without departing from the principles of the invention. 
    
    
     
       BRIEF DESCRIPTION OF THE DRAWINGS 
       FIG.  1  and  3 - 52 , referred to hereinafter as Graphics  1  and  3 - 52 , are screen shots illustrating a preferred web-based implementation of the principles of the invention. 
         FIG. 2 , referred to hereinafter as Graphic  2 , is a schematic illustration of the manner in which the taxonomic table of the invention is organized. 
     
    
    
     DETAILED DESCRIPTION OF THE PREFERRED EMBODIMENTS 
     Graphics  1  and  2 - 52  are screen shots illustrated the method and system of a preferred embodiment of the invention. The invention involves both a system, implemented by a website, and a method of decision making and planning using the system, as well as software that controls the illustrated displays, and a taxonomic table utilized by the system and method of the invention. 
     In its broadest form, the invention depends on the concept of “plays,” and involves the presentation of a series of “plays” to a decision maker or planner, and a means and methodology for selecting and utilizing the plays. The plays are presented in the form of a taxonomic table, an example of which is illustrated in Graphics  1 - 15 . 
     According to a preferred implementation of the invention, each play is represented by a symbol or icon, and the table is displayed in the form of chart containing the icons arranged in classes and subclasses. In particular, the plays are categorized by classes, each class including a particular subclass or type of play, and each subclass or type of play being represented by one or more plays. As explained in more detail below, associated with each play is a play definition that appears, in the screen shots of Graphics  1 - 15 , as a test window or box when a cursor, pointer, or other selector is placed over the icon or symbol, or when the icon or symbol is otherwise selected. 
     Graphic  1  is a screen image of the overall table. As is apparent, the table is divided into play classes labeled “assess,” “condition,” and “engage,” with an attendant “surrogate” grouping. These classes are arranged in two axes, as illustrated in Graphic  2 . The horizontal axis generally represents the degree of confrontation, ranging from minimal or indirect to maximal and overt, and the vertical axis generally represents the ease of execution, with the easiest and least risky at the top. Of course, it will be appreciated that the degree of confrontation and ease of execution levels are approximate and general only, and that any play can have different levels of difficulty or result in higher degrees of confrontation depending on the player, the opponent, and the context, among other factors. 
     The “assess” class of plays, also shown in Graphic  3 , includes plays involving monitoring and profiling of players and marketplaces. The “condition” class of plays, also shown in Graphic  4  including plays involving encouragement or suppression of strategies to influence or reform sentiments of players and marketplaces. The “engage” class of plays, also shown in Graphic  5 , includes plays involving plays that destabilize players and marketplaces, assert leadership, or invite competitive responses. The “surrogate” grouping, shown in  FIG. 14 , includes enlisting support from third parties. 
     The assess class of plays is further categorized by subclasses or play-types including the “detach” subclass of plays, illustrated in Graphic  6 , in which a player exits a marketplace, and the “test” subclass of plays, illustrated in Graphic  7 , in which the player sizes up issues, events, developments, and ideas, and forecasts a player&#39;s wishes or needs. 
     The detach play subclass, illustrated in Graphic  6 , includes a “pass” play involving strategic withdrawal from a marketplace or play action, and a “pause” play involving suspension of activity to assess the marketplace or let conditions develop/ripen. 
     The test play subclass, illustrated in Graphic  7 , includes a “ping” play, in which the player sends an oblique reference or suggestion to the marketplace, either by mere presence or an implied interest in topics, ideas, event, and developments, in order to evaluate a resulting reaction without direct engagement, and a “trial balloon” play, which involves preview and testing of preliminary ideas or tentative plans, often without attribution or on a temporary basis. 
     The “condition” class, illustrated in Graphic  8 , includes a divert subclass of plays, in which a player is distracted or rerouted from its intended course of action, a frame subclass of plays, illustrated in Graphic  9 , which adjusts the criteria and context of actions in the marketplace, and a freeze subclass of plays, illustrated in Graphic  10 , in which the movement of a competitor is inhibited, its motives are confused, or further erosion of a player&#39;s position or agenda is prevented. 
     The divert subclass of plays, illustrated in Graphic  8 , includes a deflect play in which a player seeks to divert a rival&#39;s attack to avoid or minimize impact, a leak play, in which a player selectively discloses normally privileged or confidential information to a specified target in order to divert or accentuate a developing idea in the marketplace, and a red herring play in which an action is taken to draw an opponent away from its preferred position or intended course of action. 
     The frame subclass of plays, illustrated in Graphic  9 , includes a “filter” play, in which information is selectively re-transmitted to build or defend a position, a “recast” play, in which an action, event, information, message, or symbol is reinterpreted so as to lend support for a player&#39;s position or agenda, or neutralize or weaken a position or agenda of a rival, a “label” play, in which a word or phrase is self-given by a player or attributed to an opponent to reshape or deepen the meaning of the recipient&#39;s position, brand, or reputation, and a “screen” play, in which a player borrows issues, ideas, events or other symbolic references to advance the player&#39;s agenda or thwart competitive movements. 
     The freeze subclass of plays, illustrated in Graphic  10 , includes a “mirror” play in which new facts or information is introduced into a marketplace to contradict a rival&#39;s position or point of view, a “jam” play, in which the player attempts to disable or disorganize a rival&#39;s activities or communications and/or receipt of information, a “bear hug” play, which involves a conspicuously public embrace of an opponent&#39;s position or message, a “lantern” play, which involves a preemptive disclosure by a player of its own flaw, mistake, or other source of potential embarrassment or controversy, and a “disco” play, in which a player sacrifices an element of its platform in order to preserve or advance its overall agenda or argument (i.e., one step back, two steps forwards). 
     The engage class of plays includes a lure subclass of plays, illustrated in Graphic  11 , in which an opponent is dared to take an action, a press subclass of plays, illustrated in Graphic  12 , in which a player employs authority, ability or audacity to establish a position, and an attack subclass of plays, illustrated in Graphic  13 , in which a player commits to compete directly for a desired position. 
     The lure subclass of plays, illustrated in Graphic  11 , includes a “challenge” play, which is a public appeal, suggestion or demand by a player, designed to mobilize and/or inspire a person, organization or broader constituency to consent or take action to benefit the player, and a “bait” play, which is an overt provocation of an opponent through action or information, intended to draw an emotional rather than rational response. 
     The press subclass of plays, illustrated in  FIG. 12 , includes a “fiat” play, which is a declaration of information or demonstration of capability to a marketplace in order to shift a competitive dynamic, a “crowd” play, which is an attempt by a player to match or adopt an opponent&#39;s position in a marketplace, and a “peacock” play, which is an attempt by a player to bring attention to itself by an unusual action, innovation, or precedent-setting development. 
     Finally, the attack subclass of plays, illustrated in  FIG. 13 , includes a “call out” play, which is an overt public expression of doubt or concern intended to call into question a flaw in the opponent&#39;s position or message set, a “preempt” play, which is an action that reverses competitive position in a way that surprises and disables the competition, a “draft” play, which is an attempt by a player to feed off the energy of a developing marketplace, innovation or best practice with the intention of overtaking leaders, and a “crazy ivan” play, which alters the course or circumstances of an impending attack by inviting or initiating the attack. 
     The “surrogate” grouping, illustrated in Graphic  14 , includes the activities of an enlisted third party, including a “partner” surrogate (also illustrated in Graphic  15 ), in which the player aligns with a third party who operates as a co-equal in pursuit of a common agenda or business purpose, a “proxy” surrogate, in which an associate advocates for an supports the agenda of a player, but conveys a sense of free-will and independence, and a “plant” surrogate, in which a trusted and confidential ally, usually disguised or undisclosed to the opponent, seeds or senses information in the marketplace. 
     The taxonomic table illustrated in Graphics  1 - 15  may be thought of as part of a “system” that includes three parts:
     1. The “table” itself;   2. A five step methodology that helps decision makers sequence and pattern the plays included in the table; and   3. A resource that lists important variables that influence a marketplace and help fine-tune diagnoses and battle plans developed according to the five step methodology and utilizing the taxonomic table of plays.
 
Each of these parts is implemented, at least in part, by a website that includes the screens illustrated in Graphics  1 - 15 , as well as Graphics  16 - 52  to be described below. The relationship between the three parts of the system of the invention, and a method of decision making that utilizes the system, will best be understood by the following description of the manner in which the various screen are arranged to be presented to a user and utilized by the user to make decisions. Software is used to present the taxonomic table and associated information, and to enable information input in the manner described below to facilitate decision making in a unique way. Details of the software, and in particular specific programming code for generating the illustrated displays or screens, are not described herein since they are well within the capability of a skilled programmer once the principles described below and understood.
   

     Initially, the user must log into the system, for example by using a login screen such as the one illustrated in Graphic  17 . Such a login screen is standard and the details of the screen are not part of the present invention, i.e., any login or registration screen may be used, or the screen may be omitted or replaced by an entirely different method of access. 
     Optionally, news or information about plays may be presented to viewers who have not formally logged in, for example, in the form of a Blog such as the one illustrated in Graphic  16  including commentary and analysis of plays run in business, politics and popular culture, in order to familiarize potential users with the concept of plays and the encompassing discipline the inventor calls “playmaking.” The blog may also be accessible only after formal login, after a guest login, or any other method of access. 
     Once logged in, the user may access an illustration of the above-mentioned five step methodology, which is called “the play makers process” and is illustrated in Graphic  18 . Of course, the methodology may be divided into less than or more than five steps, or steps may be added or deleted, and it is also possible to completely omit the screen represented by Graphic  18  if user&#39;s are familiar with the methodology or capable of utilizing the taxonomic table and whiteboard described below without specific guidance. 
     The first stage of the five step methodology is referred to as “fit and friction,” illustrated in Graphic  19 , and involves the identification of a source of agreement or disagreement to which the player can attach its play action plans. The idea might be something wholly agreeable, such as an alternative fuel technology or steroid testing (fit). Likewise, it might be something considered controversial, such as a bigger, heavier SUV or public school prayer (friction). In any case, this step may be omitted if the goal is only to decode and respond to the play(s) of a competitor or rival. 
     The second step is to select or “call” the play, using the playmaker&#39;s table of Graphic I, according to the following steps:
     1. select a class (assess, condition, or engage, in the illustrated example);   2. select a subclass;   3. select a play by reviewing specific play options, referring to definitions, upsides, downsides, examples, and countermeasures as necessary.
 
Those skilled in the art will appreciate that one can also go to the plays directly without first selecting a class and subclass, although the organization of the table into categories of increasing confrontation and difficulty of implementation is intended to help the user focus on plays of interest, depending on the degree of confrontation desired by the user and the user&#39;s resources.
   

     The third step is to actually undertake or “run” the selected play. This step does not involve use of the website, but rather involves actually taking steps in the real world to carry out the play through supporting tactics. 
     The first three steps of the methodology are illustrated in the following example, in which Wal-Mart determined that it would be beneficial to have a higher government mandated minimum wage since it already paid well over the minimum wage, so that asking for a higher wage would result in good publicity. The play that Wal-Mart ultimately selected was a “screen” (under the “frame” subclass and “condition” class), implemented in the form of a speech to congress and illustrated in the following table: 
     
       
         
               
             
               
               
               
             
           
               
                   
               
               
                 Wal-Mart Runs a Screen 
               
               
                   
               
             
             
               
                   
               
             
          
           
               
                   
                 The Player 
                 Wal-Mart 
               
               
                   
                 The Fit 
                 Higher Minimum Wage 
               
               
                   
                 The Friction 
                 N/A 
               
               
                   
                 Class/Subclass/Play 
                 Condition/Frame/Screen 
               
               
                   
                 Tactic Employed? 
                 Speech 
               
               
                   
                 Where was the play run? 
                 Capitol, Washington, D.C. 
               
               
                   
                 Who was the play run with 
                 Members of Congress 
               
               
                   
                 or on? 
               
               
                   
                 When was the play run? 
                 In the midst of Wal-Mart&#39;s 
               
               
                   
                   
                 well-publicized PR 
               
               
                   
                   
                 offensive 
               
               
                   
                   
               
             
          
         
       
     
     Once the play has been run, the methodology suggests a pause play to assess the results of running the play, consequences (foreseen and unforeseen), responses of others, whether the play is working, and so forth. The fifth step illustrated in Graphic  18  is to run a pass (withdrawal, as explained below), or to keep going by continuing with the same and/or other plays. 
     To assist in the identification and selection of plays, the user may access a feature entitled “factors at play,” which is a third of the three parts of the system of the invention as described above, and which is illustrated in Graphic  20 . The factors at play feature is in the form of a reference table of marketplace variables that enables playmakers, i.e., strategists or planners, to separate the plays they run from the game they play and all of its attendant rules, quirks, conditions, and hazards. The factors are not plays per se, but rather influences upon plays, and are divided into tangibles, intangibles, communication, policies, stakeholders, and x-factors. 
     Tangible factors include items that are known and easily measured or counted, such as the player&#39;s or a rival&#39;s capital assets, financial assets, intellectual property, products, and services. Intangible factors include items that are known, but not easily measured or benchmarked including brand, credibility, culture, goodwill, knowledge, loyalty, relationships, reputation, satisfaction, skills, time, and trust. Communication involves balance, breadth, clarity, consistency, depth, frequency, speed, tone, and volume. Policies influence how one makes judgments, decisions, and take action, and include access, attribution, ethics, guidelines, laws, and regulations. Stakeholders are those affected by or involved in the plays, including community, competitors, customers, distributors, employees, executives, investors, legislators, managers, media, partners, and regulators. Finally, x-factors include items that cannot be known, such accidents, deaths, deceit, gifts, and good or bad luck. Each of these lists of factors is by way of example and not limitation, and factors may be added or omitted without departing from the scope of the invention. 
     In the preferred embodiment, actual development of a strategy or sequence of plays is carried out on a template or “whiteboard,” illustrated in Graphic  22 , which may be accessed through the home page of Graphic  21 , after login. The whiteboard is used to create, store, publish, share, and collaboratively update illustrations of the plays that are run in any marketplace, and is the starting point for the development of a play action map. In the preferred embodiment, the whiteboard enables plays to be plotted along a timeline to illuminate the patterns, sequences, trends and tendencies of marketplace play action, including moves that have been made and others that are planned. 
     The following discussion refers to “clicking” and “double clicking” for the purpose of selecting “icons.” It is to be understood, however, that use of mouse clicks or double clicks, which is commonly associated with the Microsoft Windows™ operating system, is but one way of selecting an image or object on a display. The invention is of course not limited to a particular “selection” technology or operating system. For example, selection might involve a touch pad, stylus, or voice commands. 
     As illustrated in Graphic  22 , the whiteboard provides space for creating a new play action map by arranging play icons above or below a line separating the playmaker from rivals or opponents, in a temporal sequence extending horizontally. Initially, a form is displayed to permit entry of a title, playmaker information, and a synopsis of the play sequence or map, as illustrated in Graphics  23  and  24 . At this time, saved plays may also be recalled for review or editing (Graphic  23 ). 
     Upon entry of basic information, the user selects a play, surrogate or information bubble, as illustrated in Graphic  25 . Graphic  26  shows a blank information bubble, which is invoked by selecting the exclamation point icon at the bottom of the screen and filled in by the playmaker to set the stage for the play action map and its selected play types. Graphic  27  shows information entered by the user into the information bubble. Graphic  28  shows that the user has called up the playmaker&#39;s table and that the user is considering the selection of a play type called “crowd,” information about which is displayed when the user locates his cursor over the corresponding “crowd” icon in the table. 
     By double-clicking on the icon, further details of the play&#39;s (or surrogate&#39;s) capabilities and characteristics, including its rated risks and reward, definition, lists of related plays and terms, case examples, and suggested upsides, downsides, best uses and means for decoding and countering the play, may be accessed through the “flash card” shown in Graphics  29 - 35 , each of which includes a menu or hyperlink for calling corresponding text and/or graphics to help explain the play. 
     For example, in Graphic  29 , the user has selected “countering,” which lists plays that can be taken or “run” to counter the “crowd” play, including hyperlinks in blue to the corresponding plays. Graphic  30  show an expandible risk/reward table at upper left. In Graphic  31 , the user has selected “decoding” for information on how to determine whether an opponent is running the crowd play, while Graphic  32  shows a screen in which the user has selected upsides. Graphic  32  shows selection of downsides, Graphic  33  shows selection of best practices for running the crowd option, and Graphic  34  shows that the user has selected “examples” at the bottom right side of the flash card. 
     Another example, which is not illustrated in the figures but might help explain the manner in which information on a play is obtained, is the example in which the flash card is associated with a “pass” play. Initially, upon location of a cursor or pointer over the pass icon, the user will be presented with a definition of pass. Clicking on the pass icon, or otherwise selecting the icon, will result in the display of a flash card listing the several types of information that may be displayed including, as in the illustrated crowd example, information on upsides, downsides, related terms and play types, as well as examples, identifying characteristics, and counterplays. 
     In the case of a pass, upsides may be that the pass play conserves resources to create new competitive options, conditions the player to choose its shots carefully, not to try to win every battle, and cut losses. The downsides might be that the pass play proves a competitor&#39;s or rival&#39;s superiority and damages a player&#39;s competitive reputation. Related terms include aborting, bailing, cutting losses, ejecting, exiting, retreating, and surrendering. Related play types might include deflect and pause. 
     Displayed examples of the pass plays might include IBM&#39;s sale of its PC business to a Chinese company in order to concentrate on higher-margin businesses with greater strategic value, Khrushchev&#39;s letter to President Kennedy announcing withdrawal of missiles after the Cuban missile crisis of 1962, and Dave Chappelle&#39;s withdrawal from Comedy Central&#39;s highly rated Chappelle&#39;s show. 
     The option entitled “calling and running” the play might give reasons for running the pass play, including the need to refocus, avoiding being overtaken or stopping the loss of resources, and so forth, while the option entitled “decoding and countering” the pass might include examples of how to recognize that the pass is being run on the player, such as being approached by a rival seeking concessions for its possible exit, or that an opponent disappears from view. 
     Counters to a pass include running a pause (making sure that the apparent pass is not really a red herring), bait (inviting weaker competitors into the marketplace to help keep out main rival), recast (congratulating the exiting competitor to focus attention on what the player is doing right), or peacock (letting the marketplace know that you drove out competition). Similar information is provided for each of the plays and surrogates listed in the table. 
     Upon selection of the play or surrogate, the user is prompted to described the circumstances surrounding the selected play, as illustrated in Graphics  36  and  37 . The user is also provided with a selection of recommended counterplays that display upon location of the cursor over the icons, as illustrated in Graphic  38 , and that may be selected to call up flash cards for the selected icon, such as the icon representing the “label” play as illustrated in Graphics  39  and  40 , or that may be selected and directly applied to the whiteboard. 
     The map thus created utilizing the whiteboard and taxonomic table of plays may then be saved, as illustrated in Graphic  41 , via a dialog box that allows saving of plays or recall of earlier generated maps as well as administrator-created examples. 
     Graphics  42 - 50  illustrate an administrator-created example, in which the play-making concepts described above have been applied to an actual event popularly known as “Rathergate,” involving a confrontation between CBS anchorman Dan Rather and conservative critics. Graphics  42 - 50  respectively show the overall map, and mirror, mirror+proxy, mirror+proxy, call out, red herring+proxy, recast, deflect, and disco plays run by Mr. Rather and his opponents during the confrontation in years 2004 and 2005.  FIG. 51  shows an analysis of the plays run in the “Rathergate” example by frequency, with different colors representing the two parties to the confrontation, and Graphic  52  shows an annotated version of a different representation that is in the form of a .pdf formatted document suitable for printing or electronic distribution. 
     Having thus described a preferred embodiment of the invention in sufficient detail to enable those skilled in the art to make and use the invention, it will nevertheless be appreciated that numerous variations and modifications of the illustrated embodiment may be made without departing from the spirit of the invention, and it is intended that the invention not be limited by the above description or accompanying drawings, but that it be defined solely in accordance with the appended claims.