elliot-stack 1.0.0 → 1.0.6

package/skills/{chris-voss → estack-chris-voss}/references/voss-principles.md

@@ -1,210 +1,210 @@
-# Never Split the Difference — Principles Reference
-
-Sourced from Elliot's comprehensive notes on Chris Voss's *Never Split the Difference*.
-
----
-
-## Voice & Tone
-
-- **3 voice tones** (in order of usefulness):
-  1. **Positive/Playful** *(most useful)*: Smile while talking. Puts people in a positive frame of
-     mind — they think faster and problem-solve more readily.
-  2. **Calm/Downward** *(authority)*: Slow, clear, downward inflection. Conveys "I've got this."
-     Use when something is not up for discussion.
-  3. **Direct/Assertive** *(avoid)*: Signals dominance. Most people push back against it.
-- Upward inflection invites response and signals uncertainty. Use intentionally.
-- Slow it down. Going too fast makes people feel unheard.
-
----
-
-## Listening & Rapport
-
-- **Make understanding the other person your singular purpose.** This quiets both their inner
-  voice and yours.
-- **Mirroring**: Repeat the last 3 words (or 3 most important words) of what they said. Gets the
-  speaker to elaborate. Always pause and let them respond after.
-- **Being right isn't the goal — having the right mindset is.**
-- **Ask people for help.** Everyone wants to help. Especially ask people who don't like you.
-
----
-
-## Labeling
-
-- Identify and acknowledge the other party's emotions to build rapport and guide the conversation.
-- Use: *"It sounds like…"* / *"It seems like…"* / *"It looks like…"*
-- **Never use "I"** — it sounds selfish and shifts focus to you.
-- Emotions have two levels: the **presenting behavior** (visible) and the **underlying feeling**
-  (what actually drives behavior). Labeling surfaces the underlying feeling.
-- **Label negatives first.** Acknowledging fears or concerns upfront reduces their impact.
-  Ex: *"I don't want this to seem like I'm asking for too much…"* or *"This might sound
-  unreasonable…"*
-- The fastest way to establish rapport: acknowledge the negative and diffuse it.
-
----
-
-## The Power of "No"
-
-- "No" is most people's default. It's the **start** of negotiation, not the end.
-- "No" makes people feel in control — it satisfies their primal need for safety and autonomy.
-- **Don't push for "Yes."** It makes people defensive. Go for "No" instead.
-- How to get a "No" from someone who isn't engaging:
-  - Say something totally wrong, forcing them to correct you.
-  - Ask what they *don't* want.
-- **Re-engagement email formula**: *"Have you given up on [project/this]?"* — forces a "No"
-  response and pulls them back in.
-
----
-
-## "That's Right" Breakthrough
-
-- The goal response in any negotiation. Signals the other party truly feels understood.
-- **How to get it**: Summarize their position — their words, feelings, perspective — better than
-  they could. When they say "That's right," you've built enough trust to move forward.
-- *"You're right"* ≠ *"That's right."* "You're right" means they want you to stop talking.
-
----
-
-## Accusation Audit
-
-- Preemptively list every negative thing the other party might be thinking or feeling about you
-  or your ask — before they can say it.
-- This triggers loss aversion and prepares them to jump on the first positive you offer.
-- **Template**: *"This might sound like I'm [negative thing]. At the same time, [pivot to
-  value/ask]."*
-- **Never use "but"** — it erases everything before it. Use "and" or pause instead.
-
----
-
-## Calibrated Questions
-
-- Open-ended, non-yes/no questions that make the other party problem-solve *for you*.
-- Use **how** and **what** (not "why" — it makes people defensive).
-- Examples:
-  - *"How am I supposed to do that?"*
-  - *"What are we trying to accomplish here?"*
-  - *"How does this work for you?"*
-- Use "why" only when asking them to defend a position that benefits you.
-  Ex: *"Why would you ever leave your current supplier?"*
-
----
-
-## Fairness & Emotion
-
-- Decision-making is governed by **emotion**, not rationality.
-- When accused of being unfair: *"Let's go back to where I started treating you unfairly and fix it."*
-- Open negotiations by stating you want to treat them fairly — sets a tone of honesty.
-- **Loss aversion**: People take more risks to avoid loss than to realize gain. Make sure the
-  other party sees what they lose by *not* acting.
-
----
-
-## FOMO & Urgency
-
-- *"I wanted to bring this to you before I took it to anyone else."*
-  → Creates urgency, makes them feel special, implies a deadline.
-- Deadlines are often self-imposed and based on external factors. Don't feel obligated to accept
-  or reveal your deadline. If you don't know theirs, you'll bargain against yourself.
-
----
-
-## Monetary Negotiation
-
-- **Let the other side go first** when possible — you rarely have all the facts.
-- **Establish a range**: Anchor with a range where your floor is higher than your real target.
-  The other party will anchor to the low end.
-- **Precise numbers feel immovable**: $126,263 feels more researched than $125,000.
-- **Ackerman Bargaining Model**:
-  1. Set your target price.
-  2. First offer: 65% of target (extreme anchor).
-  3. Three decreasing increments: 85% → 95% → 100%.
-  4. Use empathy and different ways to say "no" to make them counter before you move.
-  5. Final offer: precise number + nonmonetary item (signals you're at your limit).
-- **Add a surprise nonmonetary gift**: Creates reciprocity — they'll feel compelled to give back.
-- **Pleasantly persistent on nonmonetary terms**: Can lead to monetary increase as a compromise.
-
----
-
-## Rule of 3
-
-- Getting the other party to agree to the same thing **3 times** triples the likelihood of a
-  commitment yes (vs. a counterfeit yes).
-- Don't repeat yourself — use labels, mirrors, or "how/what" implementation questions to get
-  3 versions of the same agreement.
-- Asking "how" or "what" about implementation counts as a confirmation.
-
----
-
-## 3 Types of Yes
-
-1. **Counterfeit Yes**: Avoids conflict. They're not committed.
-2. **Confirmation Yes**: Agreement to a fact. Doesn't mean action.
-3. **Commitment Yes**: Real agreement with intent to follow through. This is what you want.
-
----
-
-## Reading People: 3 Negotiator Types
-
-| Type | Traits | How to Handle | Silence Means |
-|---|---|---|---|
-| **Assertive** | Time = money, direct, wants to be heard | Mirrors, labels, calibrated questions, "That's right" | They ran out of things to say |
-| **Accommodator** | Values relationship, loves win-wins, talkative | Listen deeply, nudge toward action with calibrated Qs | They're angry |
-| **Analyst** | Methodical, hates surprises, data-driven | Use clear data, minimal early questions, give thinking time | They're thinking |
-
-- **66% chance** the other person has a different style than you. Never assume they think like you.
-- **Black Swan Rule**: Treat others the way *they* need to be treated.
-
----
-
-## Detecting Deception
-
-- Liars use **more words**, more **third-party pronouns** (avoiding "I"), and more **complex
-  sentences**.
-- **Pronoun power**: Heavy use of "I/me/my" = lower power. Heavy "we/they/them" = likely a
-  key decision-maker deflecting commitment.
-
----
-
-## Leverage
-
-- **Leverage** = ability to inflict loss and withhold gain.
-  1. **Positive**: Other side wants what you have.
-  2. **Negative**: You can damage or hurt them (loss aversion lever). Find: what are they
-     worried about? Who's their audience?
-  3. **Normative**: Use their own values/beliefs against inconsistency.
-
----
-
-## Black Swans
-
-- Hidden, unpredictable information that changes everything. Every negotiation has at least 3.
-- When someone seems "crazy," there's likely a black swan — they're either ill-informed, have
-  a hidden constraint, or have interests you don't know about.
-- How to find them: Talk in person. Observe unguarded moments (start/end of meetings). Let
-  what you know guide you but not blind you. Get into their world view.
-
----
-
-## Similarity Principle
-
-- People trust and cooperate more with those they see as similar.
-- Find common ground — shared language, tone, values, experiences — to build bond faster.
-
----
-
-## The Interview Question That Always Works
-
-In any high-stakes conversation where you want them invested in your success:
-*"What does it take to be successful here?"*
-When someone gives you guidance, they have a personal stake in seeing you succeed.
-
----
-
-## Key Maxims
-
-- No deal is better than a bad deal.
-- *"How am I supposed to do that?"* instead of "No."
-- Never say "but" — use "and" or pause.
-- Prepare obsessively. Under pressure, you don't rise to the occasion — you fall to your highest
-  level of preparation.
-- Just asking for something gives 60% success. Adding a reason (any reason) jumps it to 90%.
-- The 7/38/55 Rule: 7% words, 38% tone, 55% body language/face.
+# Never Split the Difference — Principles Reference
+
+Sourced from Elliot's comprehensive notes on Chris Voss's *Never Split the Difference*.
+
+---
+
+## Voice & Tone
+
+- **3 voice tones** (in order of usefulness):
+  1. **Positive/Playful** *(most useful)*: Smile while talking. Puts people in a positive frame of
+     mind — they think faster and problem-solve more readily.
+  2. **Calm/Downward** *(authority)*: Slow, clear, downward inflection. Conveys "I've got this."
+     Use when something is not up for discussion.
+  3. **Direct/Assertive** *(avoid)*: Signals dominance. Most people push back against it.
+- Upward inflection invites response and signals uncertainty. Use intentionally.
+- Slow it down. Going too fast makes people feel unheard.
+
+---
+
+## Listening & Rapport
+
+- **Make understanding the other person your singular purpose.** This quiets both their inner
+  voice and yours.
+- **Mirroring**: Repeat the last 3 words (or 3 most important words) of what they said. Gets the
+  speaker to elaborate. Always pause and let them respond after.
+- **Being right isn't the goal — having the right mindset is.**
+- **Ask people for help.** Everyone wants to help. Especially ask people who don't like you.
+
+---
+
+## Labeling
+
+- Identify and acknowledge the other party's emotions to build rapport and guide the conversation.
+- Use: *"It sounds like…"* / *"It seems like…"* / *"It looks like…"*
+- **Never use "I"** — it sounds selfish and shifts focus to you.
+- Emotions have two levels: the **presenting behavior** (visible) and the **underlying feeling**
+  (what actually drives behavior). Labeling surfaces the underlying feeling.
+- **Label negatives first.** Acknowledging fears or concerns upfront reduces their impact.
+  Ex: *"I don't want this to seem like I'm asking for too much…"* or *"This might sound
+  unreasonable…"*
+- The fastest way to establish rapport: acknowledge the negative and diffuse it.
+
+---
+
+## The Power of "No"
+
+- "No" is most people's default. It's the **start** of negotiation, not the end.
+- "No" makes people feel in control — it satisfies their primal need for safety and autonomy.
+- **Don't push for "Yes."** It makes people defensive. Go for "No" instead.
+- How to get a "No" from someone who isn't engaging:
+  - Say something totally wrong, forcing them to correct you.
+  - Ask what they *don't* want.
+- **Re-engagement email formula**: *"Have you given up on [project/this]?"* — forces a "No"
+  response and pulls them back in.
+
+---
+
+## "That's Right" Breakthrough
+
+- The goal response in any negotiation. Signals the other party truly feels understood.
+- **How to get it**: Summarize their position — their words, feelings, perspective — better than
+  they could. When they say "That's right," you've built enough trust to move forward.
+- *"You're right"* ≠ *"That's right."* "You're right" means they want you to stop talking.
+
+---
+
+## Accusation Audit
+
+- Preemptively list every negative thing the other party might be thinking or feeling about you
+  or your ask — before they can say it.
+- This triggers loss aversion and prepares them to jump on the first positive you offer.
+- **Template**: *"This might sound like I'm [negative thing]. At the same time, [pivot to
+  value/ask]."*
+- **Never use "but"** — it erases everything before it. Use "and" or pause instead.
+
+---
+
+## Calibrated Questions
+
+- Open-ended, non-yes/no questions that make the other party problem-solve *for you*.
+- Use **how** and **what** (not "why" — it makes people defensive).
+- Examples:
+  - *"How am I supposed to do that?"*
+  - *"What are we trying to accomplish here?"*
+  - *"How does this work for you?"*
+- Use "why" only when asking them to defend a position that benefits you.
+  Ex: *"Why would you ever leave your current supplier?"*
+
+---
+
+## Fairness & Emotion
+
+- Decision-making is governed by **emotion**, not rationality.
+- When accused of being unfair: *"Let's go back to where I started treating you unfairly and fix it."*
+- Open negotiations by stating you want to treat them fairly — sets a tone of honesty.
+- **Loss aversion**: People take more risks to avoid loss than to realize gain. Make sure the
+  other party sees what they lose by *not* acting.
+
+---
+
+## FOMO & Urgency
+
+- *"I wanted to bring this to you before I took it to anyone else."*
+  → Creates urgency, makes them feel special, implies a deadline.
+- Deadlines are often self-imposed and based on external factors. Don't feel obligated to accept
+  or reveal your deadline. If you don't know theirs, you'll bargain against yourself.
+
+---
+
+## Monetary Negotiation
+
+- **Let the other side go first** when possible — you rarely have all the facts.
+- **Establish a range**: Anchor with a range where your floor is higher than your real target.
+  The other party will anchor to the low end.
+- **Precise numbers feel immovable**: $126,263 feels more researched than $125,000.
+- **Ackerman Bargaining Model**:
+  1. Set your target price.
+  2. First offer: 65% of target (extreme anchor).
+  3. Three decreasing increments: 85% → 95% → 100%.
+  4. Use empathy and different ways to say "no" to make them counter before you move.
+  5. Final offer: precise number + nonmonetary item (signals you're at your limit).
+- **Add a surprise nonmonetary gift**: Creates reciprocity — they'll feel compelled to give back.
+- **Pleasantly persistent on nonmonetary terms**: Can lead to monetary increase as a compromise.
+
+---
+
+## Rule of 3
+
+- Getting the other party to agree to the same thing **3 times** triples the likelihood of a
+  commitment yes (vs. a counterfeit yes).
+- Don't repeat yourself — use labels, mirrors, or "how/what" implementation questions to get
+  3 versions of the same agreement.
+- Asking "how" or "what" about implementation counts as a confirmation.
+
+---
+
+## 3 Types of Yes
+
+1. **Counterfeit Yes**: Avoids conflict. They're not committed.
+2. **Confirmation Yes**: Agreement to a fact. Doesn't mean action.
+3. **Commitment Yes**: Real agreement with intent to follow through. This is what you want.
+
+---
+
+## Reading People: 3 Negotiator Types
+
+| Type | Traits | How to Handle | Silence Means |
+|---|---|---|---|
+| **Assertive** | Time = money, direct, wants to be heard | Mirrors, labels, calibrated questions, "That's right" | They ran out of things to say |
+| **Accommodator** | Values relationship, loves win-wins, talkative | Listen deeply, nudge toward action with calibrated Qs | They're angry |
+| **Analyst** | Methodical, hates surprises, data-driven | Use clear data, minimal early questions, give thinking time | They're thinking |
+
+- **66% chance** the other person has a different style than you. Never assume they think like you.
+- **Black Swan Rule**: Treat others the way *they* need to be treated.
+
+---
+
+## Detecting Deception
+
+- Liars use **more words**, more **third-party pronouns** (avoiding "I"), and more **complex
+  sentences**.
+- **Pronoun power**: Heavy use of "I/me/my" = lower power. Heavy "we/they/them" = likely a
+  key decision-maker deflecting commitment.
+
+---
+
+## Leverage
+
+- **Leverage** = ability to inflict loss and withhold gain.
+  1. **Positive**: Other side wants what you have.
+  2. **Negative**: You can damage or hurt them (loss aversion lever). Find: what are they
+     worried about? Who's their audience?
+  3. **Normative**: Use their own values/beliefs against inconsistency.
+
+---
+
+## Black Swans
+
+- Hidden, unpredictable information that changes everything. Every negotiation has at least 3.
+- When someone seems "crazy," there's likely a black swan — they're either ill-informed, have
+  a hidden constraint, or have interests you don't know about.
+- How to find them: Talk in person. Observe unguarded moments (start/end of meetings). Let
+  what you know guide you but not blind you. Get into their world view.
+
+---
+
+## Similarity Principle
+
+- People trust and cooperate more with those they see as similar.
+- Find common ground — shared language, tone, values, experiences — to build bond faster.
+
+---
+
+## The Interview Question That Always Works
+
+In any high-stakes conversation where you want them invested in your success:
+*"What does it take to be successful here?"*
+When someone gives you guidance, they have a personal stake in seeing you succeed.
+
+---
+
+## Key Maxims
+
+- No deal is better than a bad deal.
+- *"How am I supposed to do that?"* instead of "No."
+- Never say "but" — use "and" or pause.
+- Prepare obsessively. Under pressure, you don't rise to the occasion — you fall to your highest
+  level of preparation.
+- Just asking for something gives 60% success. Adding a reason (any reason) jumps it to 90%.
+- The 7/38/55 Rule: 7% words, 38% tone, 55% body language/face.

package/skills/{github-issue-tracker → estack-github-issue-tracker}/SKILL.md

@@ -1,5 +1,5 @@
 ---
-name: estack:github-issue-tracker
+name: github-issue-tracker
 description: >
   GitHub issue tracker management. Checks all open issues the user is involved in,
   finds related/duplicate issues, reports what changed, and recommends next steps.