gh-lyndonkl-claude/skills/negotiation-alignment-governance/resources/template.md

Negotiation Alignment Governance Template

Quick Start

Purpose: Create explicit stakeholder alignment through decision rights matrices (RACI/DACI/RAPID), working agreements, and conflict resolution protocols.

When to use: Decision authority is ambiguous, stakeholders have conflicting priorities, teams need coordination norms, or conflicts need structured resolution.

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Part 1: Stakeholder Mapping

Context: [Brief description of situation requiring alignment]

Key Stakeholders:

Stakeholder	Role/Team	Primary Interest	Current Concerns	Power/Influence
[Name]	[Role]	[What they care about]	[Worries/blockers]	High/Medium/Low
[Name]	[Role]	[What they care about]	[Worries/blockers]	High/Medium/Low
[Name]	[Role]	[What they care about]	[Worries/blockers]	High/Medium/Low

Stakeholder Relationships:

• Aligned: [Who agrees on what]
• Tensions: [Who conflicts on what]
• Dependencies: [Who needs what from whom]

Decision Points Needing Clarity:

1. [Decision 1]: Currently unclear who decides
2. [Decision 2]: Multiple people believe they decide
3. [Decision 3]: Decisions blocked due to ambiguity

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Part 2: Decision Rights Framework

Option A: RACI Matrix

Use for: Process mapping, task allocation, operational clarity

Decision/Activity	R (Responsible)	A (Accountable)	C (Consulted)	I (Informed)
[Decision 1]	[Who does work]	[ONE owner]	[Who gives input]	[Who gets notified]
[Decision 2]	[Who does work]	[ONE owner]	[Who gives input]	[Who gets notified]
[Decision 3]	[Who does work]	[ONE owner]	[Who gives input]	[Who gets notified]

Key:

• R (Responsible): Does the work to complete the task
• A (Accountable): Owns the outcome (exactly ONE person—neck on the line)
• C (Consulted): Provides input BEFORE decision (two-way communication)
• I (Informed): Notified AFTER decision (one-way communication)

Option B: DACI Matrix

Use for: Strategic decisions, product choices, high-stakes calls

Decision	D (Driver)	A (Approver)	C (Contributors)	I (Informed)
[Decision 1]	[Runs process]	[ONE decider]	[Must consult]	[Gets notified]
[Decision 2]	[Runs process]	[ONE decider]	[Must consult]	[Gets notified]
[Decision 3]	[Runs process]	[ONE decider]	[Must consult]	[Gets notified]

Key:

• D (Driver): Runs the decision process, gathers input, recommends
• A (Approver): Makes final decision (exactly ONE—thumb up/down)
• C (Contributors): Must be consulted for input (but Approver decides)
• I (Informed): Notified of outcome

Option C: RAPID Matrix

Use for: Complex strategic decisions with compliance, legal, or technical veto requirements

Decision	R (Recommend)	A (Agree)	P (Perform)	I (Input)	D (Decide)
[Decision 1]	[Proposes]	[Must agree/veto]	[Executes]	[Advises]	[ONE decider]
[Decision 2]	[Proposes]	[Must agree/veto]	[Executes]	[Advises]	[ONE decider]

Key:

• R (Recommend): Proposes the decision with analysis
• A (Agree): Must agree (veto power for legal/compliance/technical)
• P (Perform): Implements the decision
• I (Input): Consulted for expertise
• D (Decide): Final authority

Option D: Advice Process

Use for: Empowered teams, flat organizations

Anyone can decide after seeking advice from affected parties and experts. Decision-maker accountable for outcome.

Scope: [Which decisions use advice process] Guardrails: [Minimum advisors, escalation criteria]

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Part 3: Working Agreements

Communication Norms

Sync (Meetings): Use for brainstorming, negotiation. Agenda required 24h advance. Max [30/60 min]. Document decisions.

Async (Docs/Slack): Use for updates, approvals. Response times: Urgent (<2h), Normal (<24h), FYI (none).

Documentation: Decisions in [ADRs/log/wiki]. Meeting notes in [tool]. Source of truth: [location].

Decision-Making Norms

Decision Speed vs Quality:

• Fast/Reversible decisions: Use consent (no strong objections)
• Slow/Irreversible decisions: Use explicit DACI with analysis

Time-boxing:

• If no consensus after [N] discussions, escalate with:
  • Options analysis
  • Recommendation
  • Decision criteria

Decision Documentation:

• Architecture decisions: ADRs (Architecture Decision Records)
• Product decisions: Decision log with rationale
• Process changes: Updated handbook/wiki

Quality & Standards

Definition of Done:

• [Criterion 1]: [Specific requirement]
• [Criterion 2]: [Specific requirement]
• [Criterion 3]: [Specific requirement]

Quality Bar:

• Minimum: [Non-negotiable requirements]
• Target: [Aspirational standards]
• Trade-offs: [When quality can flex]

Review Requirements:

• [Type of work]: Requires [N] approvals from [roles]
• Approval SLA: [Timeframe]
• Escalation: If not reviewed in [timeframe], [action]

Escalation Paths

When to Escalate:

• Decision blocked for > [N days]
• Stakeholders fundamentally disagree after structured dialogue
• Decision impacts outside agreed scope
• Risk or compliance concern

How to Escalate:

1. Document the issue and options considered
2. Clarify the decision needed and by when
3. Escalate to: [Manager / Committee / Executive]
4. Include joint recommendation if possible

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Part 4: Conflict Resolution Protocols

Level 1: Direct Dialogue (Default)

When: First response to disagreement

Process: 1:1 conversation. Assume good intent. Focus on interests (why) not positions (what). Use data/criteria. Seek understanding. Propose solutions addressing both interests.

Outcome: Agreement or escalate to Level 2

Level 2: Facilitated Mediation

When: Direct dialogue fails after [N] attempts

Process: Neutral facilitator. Each party explains interests, concerns, constraints. Facilitator clarifies agreement/disagreement, objective criteria. Brainstorm options meeting both interests. Test solutions against criteria.

Outcome: Agreement, compromise, or escalate to Level 3

Level 3: Escalation & Decision

When: Mediation doesn't resolve within [timeframe]

Process: Document for decider (context, options, positions, recommendations). Decider reviews, may request more info or facilitate final discussion, then decides. Disagree-and-commit: All parties commit once decided.

Decider: [Role / Name per decision type]

Conflict Resolution Principles

Separate People from Problem:

• Attack the problem, not the person
• Use "I feel..." not "You always..."

Focus on Interests, Not Positions:

• Position: "I want X"
• Interest: "I need X because Y"

Generate Options Before Deciding:

• Avoid false dichotomies
• Brainstorm win-win solutions

Use Objective Criteria:

• Data (metrics, user research, benchmarks)
• Principles (company values, best practices)
• External standards (industry norms, regulations)

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Part 5: Negotiation Framework (For Trade-offs)

1. Clarify Interests

Party A:

• Wants: [Position]
• Because: [Underlying interest/need]
• Success looks like: [Outcome]
• Can't compromise on: [Hard constraints]

Party B:

• Wants: [Position]
• Because: [Underlying interest/need]
• Success looks like: [Outcome]
• Can't compromise on: [Hard constraints]

2. Identify BATNA (Best Alternative To Negotiated Agreement)

Party A's BATNA: [What happens if no agreement] Party B's BATNA: [What happens if no agreement]

Zone of Possible Agreement (ZOPA): [Where both parties are better off than BATNA]

3. Generate Options

Option 1: [Proposal]

• Party A gets: [Benefits]
• Party B gets: [Benefits]
• Trade-offs: [Costs]

Option 2: [Proposal]

• Party A gets: [Benefits]
• Party B gets: [Benefits]
• Trade-offs: [Costs]

Option 3: [Proposal]

• Party A gets: [Benefits]
• Party B gets: [Benefits]
• Trade-offs: [Costs]

4. Evaluate Against Criteria

Option	Criterion 1	Criterion 2	Criterion 3	Total Score
Option 1	[Score]	[Score]	[Score]	[Sum]
Option 2	[Score]	[Score]	[Score]	[Sum]
Option 3	[Score]	[Score]	[Score]	[Sum]

Selected: [Option X] because [rationale]

5. Agreement Terms

What: [Specific outcome agreed] Who: [Responsible parties] When: [Timeline] How: [Implementation] Review: [When to revisit]

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Part 6: Governance Maintenance

Review Cadence

Quarterly Governance Review:

• What's working well?
• What's not working?
• Emerging gaps or ambiguities?
• Updated decision rights matrix
• Revised working agreements

Triggers for Ad-Hoc Review:

• Org structure change
• New stakeholders or teams
• Recurring conflicts in same area
• Decision velocity declining

Metrics to Track

Decision Velocity:

• Time from decision needed to decision made
• Number of decisions blocked > [N] days
• Escalation frequency

Conflict Resolution:

• Time to resolve conflicts
• Escalation rate (Level 1 → 2 → 3)
• Repeat conflicts in same area

Agreement Adherence:

• Working agreement violations
• Shadow governance incidents (decisions made outside framework)
• Stakeholder satisfaction with process

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Output Format

Create negotiation-alignment-governance.md:

# [Initiative/Team]: Negotiation Alignment Governance

**Date:** [YYYY-MM-DD]
**Review Date:** [Quarterly]

## Stakeholder Map
[Table of stakeholders, interests, concerns]

## Decision Rights Matrix
[RACI / DACI / RAPID matrix for key decisions]

## Working Agreements

### Communication
- Sync vs async guidelines
- Response time expectations
- Documentation requirements

### Decision-Making
- Fast vs slow decision criteria
- Time-boxing and escalation
- Documentation standards

### Quality & Standards
- Definition of done
- Quality bar (minimum vs target)
- Review requirements

### Escalation Paths
- When to escalate
- How to escalate
- Who decides

## Conflict Resolution Protocols

### Level 1: Direct Dialogue
[Process for peer-to-peer resolution]

### Level 2: Mediation
[When and how to bring in facilitator]

### Level 3: Escalation
[Final decision authority]

## Governance Maintenance
- Review cadence: [Quarterly / Ad-hoc triggers]
- Metrics: [Decision velocity, conflict resolution, adherence]

## Key Insights
- [What alignment this creates]
- [What conflicts this prevents]
- [What enables faster decisions]

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Quality Checklist

Before finalizing:

• Decision rights: Exactly ONE Accountable/Approver per decision
• All key stakeholders covered in framework
• Working agreements are specific and observable (not vague)
• Conflict resolution has clear escalation path
• Agreements include review/update cadence
• No shadow governance (framework covers real decisions)
• Psychological safety (people can disagree without fear)
• Stakeholders have consented to framework

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Tips

For RACI/DACI:

• Start with most contentious decisions
• One Accountable/Approver only (resist pressure for multiple)
• Consulted ≠ consensus—input gathered, decider decides
• Review quarterly—roles change, decisions evolve

For Working Agreements:

• Make observable (not "communicate well" but "respond in 24h")
• Include positive behaviors AND boundaries
• Get explicit consent from all parties
• Revisit when violated or ineffective

For Conflict Resolution:

• Assume good intent (conflicts are structural, not personal)
• Make escalation safe (not punishment, but decision support)
• Document decisions to avoid re-litigating
• Disagree-and-commit once decided

For Facilitation:

• Stay neutral (don't take sides)
• Make implicit tensions explicit
• Use objective criteria when possible
• Don't force consensus—escalate when stuck