Getting it into your agent
One page per mod, every tool's command on it. A separate URL per tool would split the same page into five that compete with each other.
npx skills add fabioc-aloha/Alex_Skill_Mall --skill change-managementgit clone --depth 1 https://github.com/fabioc-aloha/Alex_Skill_MallWrote this? Show the measurements
A badge with what this costs and how it scanned, read live from this page, so it follows the numbers instead of freezing them. Markdown for a README, HTML for a documentation site or a project page.
[](https://agentmods.dev/skills/fabioc-aloha/alex_skill_mall/change-management)<a href="https://agentmods.dev/skills/fabioc-aloha/alex_skill_mall/change-management"><img src="https://agentmods.dev/badge/skills/fabioc-aloha/alex_skill_mall/change-management/github.svg" alt="Measured on agentmods" height="20"></a>Or the 80×15 button, for a site that already has a row of RSS and ATOM ones. Only the verdict fits; the numbers stay here.
<a href="https://agentmods.dev/skills/fabioc-aloha/alex_skill_mall/change-management"><img src="https://agentmods.dev/badge/skills/fabioc-aloha/alex_skill_mall/change-management.svg" alt="Reviewed on agentmods" width="80" height="20"></a>What it costs to keep this loaded
Counted locally with the o200k_base tokenizer, which is exact for GPT models; Claude uses its own tokenizer and its counts differ. Treat this as one consistent yardstick across the catalogue rather than a bill. Prices are per million input tokens.
| Model | Per session | Once invoked |
|---|---|---|
| Fable 5.1 | $0.00020 | $0.01546 |
| Opus 5 | $0.00010 | $0.00773 |
| Sonnet 5 | $0.00004 | $0.00309 |
| Haiku 4.5 | $0.00002 | $0.00155 |
Grade A, and why
change-management scanned grade A with 0 findings against 26 rules in 11 categories — prompt injection, anti-refusal, data exfiltration, privilege escalation, supply chain, agent snooping, system-prompt leakage, SSRF and excessive agency — measured 9d ago.
A static scan of the body, not an audit. Every finding is printed with the line that produced it so you can judge whether it matters here. A mod is markdown that instructs an agent; that is exactly why what it instructs is worth reading.
Nothing flagged
None of the 26 patterns this scan looks for appear in this file: no shell pipes, no recursive deletes, no credential paths, no hidden text, no instruction-override or anti-refusal phrasing, no agent-config snooping. That is not a guarantee, it is the absence of the things that are checkable.
How it starts
The opening of the file, as written. The whole thing — 236 lines — stays where its author put it; the contents beside it link to each section on GitHub.
Change Management Skill
Patterns for organizational change, ADKAR methodology, stakeholder engagement, and adoption strategies.
Change Management Frameworks
| Framework | Focus | Best For |
|---|---|---|
| ADKAR | Individual change | Specific, measurable transitions |
| Kotter's 8 Steps | Organizational momentum | Large-scale transformation |
| Lewin's 3 Stage | Simple conceptual model | Teaching, small changes |
| McKinsey 7S | Organizational alignment | Strategic restructuring |
| Bridges Transition | Psychological transition | People-focused change |
ADKAR Model Deep Dive
The Five Elements
| Element | Question | Achieved When |
|---|---|---|
| Awareness | Why is change needed? | Person understands business reasons |
| Desire | What's in it for me? | Person wants to participate |
| Knowledge | How do I change? | Person knows what to do |
| Ability | Can I do it? | Person can demonstrate new skills |
| Reinforcement | Will it stick? | Systems sustain the change |
ADKAR Assessment Template
Rate 1-5 for each stakeholder group:
Awareness: [ ] Do they understand WHY?
Desire: [ ] Do they WANT to change?
Knowledge: [ ] Do they know HOW?
Ability: [ ] Can they DO it?
Reinforcement: [ ] Will it STICK?
Barrier Point: First element scoring ≤ 3
Action Focus: Address barrier point first
Barrier Point Actions
| Barrier | Tactics |
|---|---|
| Awareness | Communications, business case, impact stories |
| Desire | WIIFM, sponsor engagement, peer advocacy |
| Knowledge | Training, job aids, documentation |
| Ability | Practice, coaching, support resources |
| Reinforcement | Recognition, metrics, accountability |
Stakeholder Analysis
Power/Interest Grid
High Power │ Keep Satisfied │ Manage Closely │
│ │ │
Low Power │ Monitor │ Keep Informed │
└────────────────┴────────────────┘
Low Interest High Interest
What this file has done since we first saw it
Hashed on every crawl. A supply-chain change to an agent config is a question of when, not whether, so the history is kept rather than the latest state alone.
- 9d ago First seen · 236 lines · 20 tokens per session scan A a2e7d1c04210
change-management is a skill published in the GitHub repository fabioc-aloha/Alex_Skill_Mall (4 stars, last pushed yesterday), licensed MIT. It adds 20 tokens to every session and 1,546 once invoked, about $0.0001 per session on Opus 5. A static security scan graded it A with 0 findings. No closer match exists in the catalogue, so it is treated as the original; first seen 2026-09-03.
Other skills, from other repositories
apply-change-leadership
Use when a manager's team is experiencing a significant organizational change — restructuring, strategy shift, leadership change, layoffs, or major process transition — and needs leadership that maintains team stability, preserves trust, and converts uncertainty into direction.
apply-cross-functional-leadership
Use when a manager needs to lead a project or initiative that depends on team members or stakeholders they do not formally manage — to build voluntary cooperation, alignment, and momentum across organizational boundaries through influence rather than authority.
apply-grow-coaching
Use when a manager wants to help a direct report solve a problem, develop a skill, or reach a goal through structured questioning rather than advice-giving — because telling people answers builds dependency while coaching builds self-sufficiency.
apply-high-performer-retention
Use when a manager wants to proactively retain top-performing direct reports — because high performers have the most options to leave and require active, differentiated management attention to stay engaged and challenged.
apply-intrinsic-motivation
Use when a manager wants to design work, roles, or conditions that sustain employee motivation over the long term — by understanding what drives internal engagement rather than relying primarily on compensation, perks, or external incentives.
apply-upward-influence
Use when a manager needs to build an effective working relationship with their own manager, secure resources or decisions for their team, or influence organizational priorities without formal authority over the outcome.