s4h-emotional-motivation-mapping

Name: s4h-emotional-motivation-mapping
Author: human-avatar

205stars23forks

How to install s4h-emotional-motivation-mapping?

human-avatar/skills-for-humanity/s4h-emotional-motivation-mapping

$npx -y skills add human-avatar/skills-for-humanity --skill s4h-emotional-motivation-mapping

Installs into the current project.

Summary

Maps what genuinely drives different people — beyond stated reasons and job descriptions. Use when incentives seem misaligned or individual behaviour is hard to predict. TRIGGERS: 'what motivates them', 'motivation map', 'why are they behaving like this', 'what drives this person

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SKILL.md

1	# Emotional Motivation Mapping
2
3	People tell you what they think they should want. They behave according to what they
4	actually want. When the two diverge — when stated goals and actual behaviour don't
5	match, when someone ostensibly aligned keeps producing friction — the problem is almost
6	always that the real motivators haven't been surfaced. This skill maps them across
7	three levels: extrinsic, intrinsic, and social.
8
9	---
10
11	## Your Process
12
13	Step 1: List Individuals or Groups
14	Name each person or group whose motivation needs mapping. Be specific — "the
15	engineering team" and "the engineering manager" may have completely different dominant
16	motivators. Split when in doubt.
17
18	Framing check: Confirm the specific people or groups being mapped before continuing. State what you've identified — the actual individuals or groups and the situation driving the need for this mapping — in one sentence, then use `AskUserQuestion`:
19	- Question: "I'm reading this as: [your one-sentence framing of who is being mapped and what situation is creating the motivation question]. Is that right?"
20	- Header: "Framing"
21	- Options:
22	- Yes — proceed — framing is correct
23	- Adjust — one element is off; user will correct it before you continue
24	- Reframe — different situation than read; incorporate the correction before proceeding
25
26	Step 2: Extrinsic Motivators
27	What external rewards and penalties shape their behaviour? Consider: compensation
28	structure (base, bonus, equity), formal recognition mechanisms (awards, visibility,
29	attribution), advancement paths available, job security, and the specific performance
30	metrics they're formally evaluated against. These are the motivators the system is
31	designed to create — they may or may not match what actually drives behaviour.
32
33	Step 3: Intrinsic Motivators
34	What internal drives are they pursuing independently of external reward? Consider:
35	mastery (the desire to get better at something they care about), autonomy (control
36	over how and when they work), purpose (feeling the work connects to something that
37	matters), belonging (being part of a team or mission they identify with). These often
38	operate below the surface but produce the most durable behaviour.
39
40	Step 4: Social and Political Motivators
41	What does their standing among peers require? Consider: status within the group and
42	how they maintain or advance it, key relationships they're protecting and what those
43	require, reputation they're managing across different audiences, being seen as
44	credible, indispensable, or ahead of the curve.
45
46	Step 5: Dominant Motivator
47	Before narrowing: Show the complete set of motivators surfaced across Steps 2–4 for each person or group. Use `AskUserQuestion`:
48	- Question: "I've identified the following motivators across extrinsic, intrinsic, and social dimensions. Before I select the dominant one for each person or group, are there any you'd flag as especially important, or any I've missed?"
49	- Header: "Prioritise"
50	- Options:
51	- Proceed with your selection — the set looks right
52	- Flag one — user will name a specific motivator to include or elevate
53	- Add a missing one — user will describe a motivator not yet captured
54
55	Given all three categories, what is the single strongest driver for this person or
56	group? The dominant motivator is the one that, if frustrated, would produce the most
57	significant behavioural change — or that, if served, would unlock the most
58	discretionary effort.
59
60	Step 6: Situation Assessment and Alignment Recommendations
61	Does the current situation reward or punish their dominant motivator? Be specific
62	about the mechanism. If it punishes — and many organisations inadvertently punish
63	their people's dominant motivators — describe what specific changes would bring
64	motivators into alignment with the desired outcome.
65
66	---
67
68	## Human Check-in
69
70	Before proceeding, use the `AskUserQuestion` tool. State your interpretation of the situation in 1–2 sentences — what is being analyzed and what the core question is — then ask:
71
72	- Question: "My read: [your 1–2 sentence interpretation]. How do you want to proceed?"
73	- Header: "Scope"
74	- Options:
75	- Full analysis — Complete all steps, reasoning shown throughout
76	- Key findings only — Bottom-line output, skip step-by-step detail
77	- Core driver only — The deepest motivation beneath the stated reasons
78	- Reframe — The read is off; correct it and the analysis will follow the corrected framing
79
80	Proceed based on their selection. If the user reframes, incorporate the correction before running any analysis.
81
82	## Outp

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s4h-emotional-motivation-mapping

205stars23forks

View on GitHub

How to install s4h-emotional-motivation-mapping?

human-avatar/skills-for-humanity/s4h-emotional-motivation-mapping

$npx -y skills add human-avatar/skills-for-humanity --skill s4h-emotional-motivation-mapping

Installs into the current project.

Summary

Files · 1

View on GitHub

SKILL.md

1	# Emotional Motivation Mapping
2
3	People tell you what they think they should want. They behave according to what they
4	actually want. When the two diverge — when stated goals and actual behaviour don't
5	match, when someone ostensibly aligned keeps producing friction — the problem is almost
6	always that the real motivators haven't been surfaced. This skill maps them across
7	three levels: extrinsic, intrinsic, and social.
8
9	---
10
11	## Your Process
12
13	Step 1: List Individuals or Groups
14	Name each person or group whose motivation needs mapping. Be specific — "the
15	engineering team" and "the engineering manager" may have completely different dominant
16	motivators. Split when in doubt.
17
18	Framing check: Confirm the specific people or groups being mapped before continuing. State what you've identified — the actual individuals or groups and the situation driving the need for this mapping — in one sentence, then use `AskUserQuestion`:
19	- Question: "I'm reading this as: [your one-sentence framing of who is being mapped and what situation is creating the motivation question]. Is that right?"
20	- Header: "Framing"
21	- Options:
22	- Yes — proceed — framing is correct
23	- Adjust — one element is off; user will correct it before you continue
24	- Reframe — different situation than read; incorporate the correction before proceeding
25
26	Step 2: Extrinsic Motivators
27	What external rewards and penalties shape their behaviour? Consider: compensation
28	structure (base, bonus, equity), formal recognition mechanisms (awards, visibility,
29	attribution), advancement paths available, job security, and the specific performance
30	metrics they're formally evaluated against. These are the motivators the system is
31	designed to create — they may or may not match what actually drives behaviour.
32
33	Step 3: Intrinsic Motivators
34	What internal drives are they pursuing independently of external reward? Consider:
35	mastery (the desire to get better at something they care about), autonomy (control
36	over how and when they work), purpose (feeling the work connects to something that
37	matters), belonging (being part of a team or mission they identify with). These often
38	operate below the surface but produce the most durable behaviour.
39
40	Step 4: Social and Political Motivators
41	What does their standing among peers require? Consider: status within the group and
42	how they maintain or advance it, key relationships they're protecting and what those
43	require, reputation they're managing across different audiences, being seen as
44	credible, indispensable, or ahead of the curve.
45
46	Step 5: Dominant Motivator
47	Before narrowing: Show the complete set of motivators surfaced across Steps 2–4 for each person or group. Use `AskUserQuestion`:
48	- Question: "I've identified the following motivators across extrinsic, intrinsic, and social dimensions. Before I select the dominant one for each person or group, are there any you'd flag as especially important, or any I've missed?"
49	- Header: "Prioritise"
50	- Options:
51	- Proceed with your selection — the set looks right
52	- Flag one — user will name a specific motivator to include or elevate
53	- Add a missing one — user will describe a motivator not yet captured
54
55	Given all three categories, what is the single strongest driver for this person or
56	group? The dominant motivator is the one that, if frustrated, would produce the most
57	significant behavioural change — or that, if served, would unlock the most
58	discretionary effort.
59
60	Step 6: Situation Assessment and Alignment Recommendations
61	Does the current situation reward or punish their dominant motivator? Be specific
62	about the mechanism. If it punishes — and many organisations inadvertently punish
63	their people's dominant motivators — describe what specific changes would bring
64	motivators into alignment with the desired outcome.
65
66	---
67
68	## Human Check-in
69
70	Before proceeding, use the `AskUserQuestion` tool. State your interpretation of the situation in 1–2 sentences — what is being analyzed and what the core question is — then ask:
71
72	- Question: "My read: [your 1–2 sentence interpretation]. How do you want to proceed?"
73	- Header: "Scope"
74	- Options:
75	- Full analysis — Complete all steps, reasoning shown throughout
76	- Key findings only — Bottom-line output, skip step-by-step detail
77	- Core driver only — The deepest motivation beneath the stated reasons
78	- Reframe — The read is off; correct it and the analysis will follow the corrected framing
79
80	Proceed based on their selection. If the user reframes, incorporate the correction before running any analysis.
81
82	## Outp

People who liked this also viewed

6 picks

Type