Activates when the conversation involves communications planning, message development, announcement drafting, change narrative, sender strategy, or questions about how to communicate a change to affected audiences. Trigger phrases include "communications plan", "messaging", "announcement", "what do we tell people", "change narrative", "comms strategy", "how do we communicate this", "email to employees", "town hall", "cascading communications".
From change-managementnpx claudepluginhub anthropics/claude-plugins-community --plugin change-management-pluginThis skill uses the workspace's default tool permissions.
Guides Next.js Cache Components and Partial Prerendering (PPR) with cacheComponents enabled. Implements 'use cache', cacheLife(), cacheTag(), revalidateTag(), static/dynamic optimization, and cache debugging.
Migrates code, prompts, and API calls from Claude Sonnet 4.0/4.5 or Opus 4.1 to Opus 4.5, updating model strings on Anthropic, AWS, GCP, Azure platforms.
Details PluginEval's skill quality evaluation: 3 layers (static, LLM judge), 10 dimensions, rubrics, formulas, anti-patterns, badges. Use to interpret scores, improve triggering, calibrate thresholds.
Every message, for every audience, answers three questions:
What is structurally changing in your environment? Not the program name. Not the vision. The specific thing that will be different in how this person does their job,the system they log into, the process they follow, the approval they seek, the report they pull.
What can you no longer do, and when does that path close? This is the most important sentence in any change communication. The closed path,the old system, the workaround, the legacy process,must be named, dated, and confirmed. Not "the old system will be retired." The specific date. The specific path. Confirmed by a person with structural authority, not planned to be confirmed.
What does success look like for you on day one? Not the organization's success metrics. What this person needs to do, in which system, with what support, to call day one a win.
Sender selection is determined by structural credibility, not title. The operating question: whose word carries structural weight with this audience?
A leader who has completed a working demo with real data carries more structural credibility than an executive sponsor who has only approved the program. A manager who has already changed their own workflow carries more credibility than a program director making promises.
Tier 1 senders,highest structural credibility. Reserved for announcements of irreversible structural decisions: go-live confirmation, closed path dates, accountability structure activation. The sender for these messages must have the authority to own the decision, not just deliver the message.
Tier 2 senders,operational credibility. Peer-to-peer communications, role-specific readiness information, manager-to-team updates. These senders know the work. Their credibility is in that knowledge.
Tier 3 senders,program awareness. General program updates, milestones, survey requests. These messages do not carry structural weight and should not try to.
Closed path notifications are structural fact communications. They are not motivational. They are not aspirational. They state what will no longer be possible, when, and who made that decision.
Every closed path communication requires: the specific path being closed, the specific date it closes, the named authority who made the decision, and what happens if someone tries to use the old path after closure. Ambiguity in any of these four elements produces hedging behavior,people continue using the old path until the consequences are real.
Before any communication plan is finalized, run this test for each message: if the audience asked "who decided this, and can they walk it back?",can you answer with a name, a date, and a confident no? If not, the structural decisions behind the communication are not confirmed. A plan built on unconfirmed decisions announces intentions. Intentions produce skepticism. Confirmed structural decisions produce behavior change.
A communications plan conveys structural decisions already made. It cannot make those decisions. If the structural decisions haven't been made, the plan is announcing intentions. Intentions produce skepticism. Confirmed structural decisions produce behavior change.