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From skills-for-humanity
Routes social and organizational reasoning queries to the appropriate skill: coalition-mapping, dynamics-analysis, incentive-analysis, or power-mapping. Use for group dynamics, power structures, and stakeholder alignment.
npx claudepluginhub human-avatar/skills-for-humanityHow this skill is triggered — by the user, by Claude, or both
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/skills-for-humanity:s4h-socialThe summary Claude sees in its skill listing — used to decide when to auto-load this skill
Applies social and organizational reasoning to group dynamics, power, incentives, and coalition-building. Diagnoses what kind of social analysis is needed and applies the right tool.
Maps power dynamics including formal authority, informal influence, gatekeeping, and expertise to analyze decision-making contexts and identify key stakeholders.
Maps stakeholders for product decisions and generates tailored influence strategies with talking points. Useful for alignment, buy-in, and navigating organizational resistance.
Builds power/interest stakeholder maps, classifies by influence/engagement, recommends quadrant strategies, and generates communication plans/tables. For launches, team alignment, stakeholder management.
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Applies social and organizational reasoning to group dynamics, power, incentives, and coalition-building. Diagnoses what kind of social analysis is needed and applies the right tool.
| You need to... | Tool |
|---|---|
| Map who needs to be aligned and how to build support | coalition-mapping |
| Understand the group psychology shaping a team or discussion | dynamics-analysis |
| Find the actual incentives driving behavior | incentive-analysis |
| Map who holds formal and informal power | power-mapping |
Framing check: Confirm the social situation before diagnosing. State what you've identified — the specific group, relationship, or dynamic at stake and the core tension or goal — in one sentence, then use AskUserQuestion:
Question: "I'm reading this as: [your one-sentence framing of the specific social situation, group, and what needs to happen]. Is that right?"
Header: "Framing"
Options:
Proposal needs stakeholder support — need to build alignment → coalition-mapping
Team behaving in ways that are hard to understand or predict → dynamics-analysis
Behavior seems misaligned with stated goals — incentives might be wrong → incentive-analysis
Unsure who actually decides or influences decisions → power-mapping
Unclear → power-mapping; understanding who has power usually reveals the incentives, dynamics, and coalition targets
After diagnosing which tool fits, use the AskUserQuestion tool to confirm direction. Construct the question dynamically to include your diagnosis:
Proceed based on their selection.
Maps who needs to be aligned and how to build the coalition a proposal needs.
Identify all stakeholders. For each: are they currently (1) supporters, (2) neutral, (3) opponents, or (4) unknown? For neutral and unknown: what would move them to support? For opponents: what is their actual objection, and can it be addressed? Identify the minimum coalition needed for the proposal to succeed. Map the path to building it.
Output: Stakeholder map by current position, minimum viable coalition, path to building it, and the blockers most worth addressing.
Identifies group psychology shaping a discussion or team.
Look for: (1) Groupthink — are dissenting views being suppressed? (2) Status dynamics — are contributions being evaluated by who made them, not what they are? (3) Psychological safety — do people feel safe to say what they actually think? (4) Coalition formation — are subgroups forming with different agendas? (5) Silence patterns — who never speaks, and why? Group dynamics shape outcomes more than individuals realize.
Output: Dynamics inventory — which patterns are present, their specific manifestation, and the interventions that address each.
Maps the actual incentives driving behavior.
Stated motivations and real incentive structures often diverge. Ask: what does the system actually reward? What are people measured on? What do they fear? What behaviors does this structure select for over time? The most reliable predictor of behavior is not what people say they want, but what the system they operate in rewards. Follow the incentives.
Output: Actual incentive map — what the system rewards, what it punishes, how that explains current behavior, and what would need to change to change behavior.
Maps who holds formal authority, informal influence, and gatekeeping power.
Distinguish types of power: (1) Formal authority — who can officially approve or block, (2) Informal influence — who shapes thinking without formal authority, (3) Gatekeeping — who controls access or information flow, (4) Expertise power — whose judgment others defer to. For each power holder: what do they want? What do they fear? How does this affect what's possible?
Output: Power map across all four types. For each power holder: their position on the relevant issue and how to work with or around them.