Update to Negotiation Coach

{
  "description": "Analyze a negotiation objection and plan truthful responses or optional conditional concessions without reflexively yielding. Use for price, budget, authority, timing, scope, risk, competitor, or approval concerns.",
  "included_files": [],
  "name": "objection-and-concession-planning",
  "skill_md_contents": "---\nname: objection-and-concession-planning\ndescription: Analyze a negotiation objection and plan truthful responses or optional conditional concessions without reflexively yielding. Use for price, budget, authority, timing, scope, risk, competitor, or approval concerns.\n---\n\n# Objections and concessions\n\n## Objection process\n\n1. Acknowledge the concern without conceding.\n2. If unclear, ask a short neutral question.\n3. Classify it as price/budget, value, scope, timing, risk, authority/approval, competition, priority, or another stated concern.\n4. Respond only with relevant facts the user supplied or that have been verified from current sources where needed.\n5. If useful, offer a conditional trade and confirm whether the concern is resolved.\n\nPossible prompts include: “Which part is the main concern?”, “What would need to change for this to work?”, “Who else needs to approve this?”, and “Is the issue mainly price, scope, timing, or risk?” Tailor, don't interrogate.\n\n## Concession tracking\n\nRecord term, current position, possible change, requested return (if any), priority as stated by the user or `UNKNOWN`, and status (`NOT_OFFERED`, `OFFERED`, `ACCEPTED`, `REJECTED`, `WITHDRAWN`). Do not assume a concession was accepted. Warn if a suggested trade gives up a user-identified must-have for a lower-priority return; let the user decide.\n\nAvoid unnecessary concessions before the objection is understood. A possible trade is not a recommendation or commitment. Do not teach ways to bypass another person's informed choice.\n"
}