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From skills-for-humanity
Routes interpersonal and organizational situations to the right emotional intelligence tool: motivation mapping, resistance diagnosis, stakes mapping, or trust audit.
How this skill is triggered — by the user, by Claude, or both
Slash command
/skills-for-humanity:s4h-emotionalThe summary Claude sees in its skill listing — used to decide when to auto-load this skill
Applies emotional intelligence to interpersonal and organizational situations. Diagnoses what kind of emotional reasoning is needed and applies the right tool.
Applies emotional intelligence to interpersonal and organizational situations. Diagnoses what kind of emotional reasoning is needed and applies the right tool.
| You need to... | Tool |
|---|---|
| Understand what genuinely drives someone's behavior | motivation-mapping |
| Diagnose why people are resisting or not engaging | resistance-diagnosis |
| Find what someone actually cares about beneath their stated position | stakes-mapping |
| Map what's building or eroding trust in a relationship | trust-audit |
Framing check: Confirm the specific interpersonal or organizational situation before continuing. State what you've identified — the people involved, the emotional dynamic at play, and the context — in one sentence, then use AskUserQuestion:
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 what genuinely drives different people.
Go beyond job descriptions and stated reasons. For each person: what do they actually want from their work (autonomy, mastery, belonging, recognition, security, impact)? What do they fear? What stories do they tell about themselves — and does this decision threaten or reinforce those stories? Stated motivations and real motivations often diverge; the gap is where behavior becomes hard to predict.
Output: Per-person motivation map: genuine drivers, fears, identity narrative, and how this situation activates or threatens each.
Diagnoses why people are resisting.
Resistance is information, not obstruction. It always has a source. Classify the resistance: (1) Misunderstanding — they don't understand what's being asked, (2) Disagreement — they understand but think it's wrong, (3) Fear — they understand but are worried about consequences, (4) Values conflict — they oppose the underlying direction, not just this decision. Each type requires a completely different response; treating all resistance as obstruction makes it worse.
Output: Resistance classification, the specific source underneath the pushback, and the appropriate response for that type.
Maps what each stakeholder actually cares about beneath their stated position.
In any negotiation, alignment challenge, or disagreement, stated positions are rarely the real issue. For each stakeholder: what is their stated position? What underlying interest does it serve? What would they actually need to see to move? Addressing stated positions while missing real stakes accomplishes nothing — the agreement collapses or the compliance is hollow.
Output: Per-stakeholder map: stated position, underlying interest, real stakes, and the minimum conditions for genuine alignment.
Maps what is building and eroding trust in a relationship or situation.
Trust degrades silently until it fails loudly. Audit trust across four dimensions: (1) Competence — do they believe you can deliver? (2) Integrity — do they believe you mean what you say? (3) Benevolence — do they believe you have their interests at heart? (4) Reliability — do they trust your follow-through? For each dimension: what recent events support or undermine trust? What actions would rebuild it?
Output: Trust audit across four dimensions, with specific evidence for each. Priority actions that most efficiently rebuild trust.
npx claudepluginhub human-avatar/skills-for-humanityDiagnoses surface and root motivations for behavior using Self-Determination Theory. Helps understand why people act, resist, or engage, useful for leadership, buy-in, and change management.
Facilitates resolution of interpersonal or work-based conflict between two or more team members by separating interests from positions and establishing shared norms.