[{"data":1,"prerenderedAt":-1},["ShallowReactive",2],{"skill:01M6R1S87786BZVM2DNYFAPHC4":3,"skill-same:01M6R1S87786BZVM2DNYFAPHC4":85},{"skillNo":4,"name":5,"nameZh":6,"description":7,"descriptionZh":6,"repositoryFullName":8,"ownerLogin":9,"ownerAvatarUrl":10,"ownerAccountNo":11,"ownerDisplayName":12,"repositoryNo":13,"starsCount":14,"licenseSpdxId":15,"licenseFileUrl":6,"sourceHtmlUrl":16,"categories":17,"keywords":18,"publishedAt":36,"linkOnly":37,"markdownContent":38,"markdownBody":39,"frontMatter":40,"refName":42,"commitSha":43,"skillDirectory":44,"forksCount":45,"repositoryHtmlUrl":46,"repositoryHomepageUrl":6,"ownerHtmlUrl":47,"ownerBlogUrl":6,"ownerDescription":6,"updatedAt":48,"install":49,"resources":62},"01M6R1S87786BZVM2DNYFAPHC4","difficult-workplace-conversations",null,"Structured approach to workplace conflicts, performance discussions, and challenging feedback using preparation-delivery-followup framework. Use when preparing for tough conversations, addressing conflicts, giving critical feedback, or navigating sensitive workplace discussions.","Mishit18\u002Fclaude-code-templates","Mishit18","https:\u002F\u002Favatars.githubusercontent.com\u002Fu\u002F244127857?v=4","01M6QXBYKWM76HSKYDNWSKKE41","Mishit Sharma","01M6QXBYRJ0CAVM51S1RTEKTZZ",1,"MIT","https:\u002F\u002Fgithub.com\u002FMishit18\u002Fclaude-code-templates\u002Fblob\u002Fmain\u002Fcli-tool\u002Fcomponents\u002Fskills\u002Fenterprise-communication\u002Fdifficult-workplace-conversations\u002FSKILL.md",[],[19,20,21,22,23,24,25,26,27,28,29,30,31,32,33,34,35],"difficult workplace conversations","conversations","workplace","delivery","when","preparation","for","followup","critical","structured","performance","conflicts","use","read","grep","feedback","framework","2026-11-10 10:12:30",false,"---\nname: difficult-workplace-conversations\ndescription: Structured approach to workplace conflicts, performance discussions, and challenging feedback using preparation-delivery-followup framework. Use when preparing for tough conversations, addressing conflicts, giving critical feedback, or navigating sensitive workplace discussions.\nallowed-tools: Read, Glob, Grep\n---\n\n# Difficult Conversations Skill\n\nA structured framework for approaching challenging workplace conversations including conflicts, performance issues, sensitive feedback, and emotionally charged discussions.\n\n## When to Use This Skill\n\n- Preparing for a challenging conversation with a colleague\n- Addressing performance issues with a team member\n- Delivering difficult feedback to a peer or manager\n- Navigating conflict between team members\n- Discussing sensitive topics (salary, promotion, termination)\n- Handling emotional or defensive reactions\n- Following up after difficult discussions\n\n## Core Framework: Preparation-Delivery-Followup\n\nDifficult conversations succeed or fail based on three phases:\n\n### Phase 1: Preparation (Before)\n\n**Purpose:** Set yourself up for a productive conversation\n\n1. **Clarify the Issue**\n   - What specifically happened? (Observable facts only)\n   - What is the impact? (On you, team, work)\n   - What do you need to change?\n\n2. **Check Your Emotions**\n   - What am I feeling? Why?\n   - Am I calm enough to have this conversation?\n   - What might trigger me during this conversation?\n\n3. **Consider Their Perspective**\n   - How might they see this situation?\n   - What constraints or pressures might they have?\n   - What do they care about that I can acknowledge?\n\n4. **Define Your Goal**\n   - What outcome do I want?\n   - What is the minimum acceptable result?\n   - What am I willing to compromise on?\n\n### Phase 2: Delivery (During)\n\n**Purpose:** Have the conversation effectively\n\n1. **Open Neutrally**\n   - Start with facts, not judgments\n   - Express intent to understand, not accuse\n   - Create psychological safety\n\n2. **Share Your Perspective**\n   - Describe behavior, not character\n   - Focus on impact, not intention\n   - Use \"I\" statements, not \"you always\"\n\n3. **Listen Actively**\n   - Ask clarifying questions\n   - Acknowledge their viewpoint\n   - Look for shared interests\n\n4. **Seek Resolution**\n   - Propose specific actions\n   - Agree on next steps\n   - Set check-in timeline\n\n### Phase 3: Followup (After)\n\n**Purpose:** Ensure lasting resolution\n\n1. **Document Agreements**\n   - What was agreed?\n   - Who does what by when?\n   - How will you measure success?\n\n2. **Check Progress**\n   - Follow up as promised\n   - Acknowledge improvements\n   - Address continued issues promptly\n\n3. **Maintain Relationship**\n   - Separate issue from person\n   - Rebuild trust over time\n   - Watch for regression\n\n## Key Principles\n\n### Separate Impact from Intent\n\n**What happened:** Observable behavior\n**What I felt:** Your emotional response\n**What I assume:** Their intention (often wrong)\n\nFocus conversation on behavior and impact, not assumed intentions.\n\n### The SBI Model\n\n**Situation:** When and where did this happen?\n**Behavior:** What specifically did they do\u002Fsay?\n**Impact:** What was the effect on you, the team, or the work?\n\n### Managing Emotions\n\n| If You Feel | Before Acting |\n| ----------- | ------------- |\n| Angry | Wait 24 hours, write but don't send |\n| Hurt | Talk to neutral party first |\n| Anxious | Practice the conversation |\n| Defensive | Identify your contribution |\n\n### When to Escalate\n\nEscalate when:\n\n- Safety is at risk\n- Legal issues involved\n- Repeated conversations haven't worked\n- Power dynamics prevent resolution\n- You need documentation\n\n## Conversation Types\n\n### Performance Feedback\n\n- Lead with specific examples\n- Connect to expectations\u002Fstandards\n- Focus on future improvement\n- Offer support and resources\n\n### Conflict Resolution\n\n- Hear both sides separately first\n- Identify underlying interests\n- Look for win-win solutions\n- Document agreements\n\n### Sensitive Topics\n\n- Choose private, neutral setting\n- Allow time for processing\n- Be direct but compassionate\n- Respect confidentiality\n\n### Receiving Feedback\n\n- Thank them for feedback\n- Ask clarifying questions\n- Don't defend immediately\n- Reflect before responding\n\n## References (Load When Needed)\n\n### Detailed Frameworks\n\n- **[Conversation Framework](references\u002Fconversation-framework.md)**: Complete three-phase framework with scripts and examples\n- **[Preparation Template](references\u002Fpreparation-template.md)**: Worksheet for preparing before difficult conversations\n- **[Delivery Scripts](references\u002Fdelivery-scripts.md)**: Opening lines, response handling, reframing techniques\n- **[Emotional Regulation](references\u002Femotional-regulation.md)**: Managing your own emotions before and during\n\n## See Also\n\n- `feedback-mastery` skill - SBI feedback model (overlaps but more feedback-focused)\n- `professional-effective-communication` skill - General communication patterns\n\n## Example Scenarios\n\n### Scenario 1: Addressing Missed Deadlines\n\n```markdown\n**Issue:** Team member missed 3 deadlines in past month\n**Impact:** Project delayed, others blocked\n**Goal:** Understand root cause, agree on prevention plan\n\n**Opening:** \"I wanted to check in about the recent deliverables. I've noticed\nthe last three have come in past deadline, and I'd like to understand what's\nhappening and how we can address it together.\"\n```\n\n### Scenario 2: Peer Conflict\n\n```markdown\n**Issue:** Colleague publicly criticized your work in meeting\n**Impact:** Embarrassed, trust damaged\n**Goal:** Address behavior, rebuild working relationship\n\n**Opening:** \"I'd like to talk about what happened in yesterday's standup.\nWhen you said my code 'missed obvious issues,' I felt called out in front\nof the team. I'd like to understand your concerns and find a better way\nto handle code quality feedback.\"\n```\n\n### Scenario 3: Asking Manager for Raise\n\n```markdown\n**Issue:** Feel underpaid relative to market\u002Fcontribution\n**Impact:** Demotivation, considering leaving\n**Goal:** Discuss compensation, get timeline or adjustment\n\n**Opening:** \"I'd like to discuss my compensation. I've been here two years,\ntaken on the payments project leadership, and want to make sure my salary\nreflects my contributions and the current market.\"\n```\n\n## Anti-Patterns to Avoid\n\n### In Preparation\n\n- **Scripting every word** - You'll sound robotic; prepare themes, not scripts\n- **Building a case** - This isn't a trial; seek understanding, not winning\n- **Waiting too long** - Issues compound; address promptly\n\n### In Delivery\n\n- **Starting with \"You always...\"** - Triggers defensiveness immediately\n- **Burying the lead** - Get to the point; don't soften excessively\n- **Asking leading questions** - \"Don't you think...\" isn't asking\n\n### In Followup\n\n- **Forgetting to check in** - Without follow-up, nothing changes\n- **Holding grudges** - Issue resolved means relationship continues\n- **Over-documenting** - Not everything needs written record\n\n## Success Metrics\n\nA successful difficult conversation:\n\n- Both parties feel heard\n- Specific actions are agreed\n- Relationship is preserved or improved\n- The issue doesn't recur (or has clear escalation)\n- Neither party is blindsided later\n\n","# Difficult Conversations Skill\n\nA structured framework for approaching challenging workplace conversations including conflicts, performance issues, sensitive feedback, and emotionally charged discussions.\n\n## When to Use This Skill\n\n- Preparing for a challenging conversation with a colleague\n- Addressing performance issues with a team member\n- Delivering difficult feedback to a peer or manager\n- Navigating conflict between team members\n- Discussing sensitive topics (salary, promotion, termination)\n- Handling emotional or defensive reactions\n- Following up after difficult discussions\n\n## Core Framework: Preparation-Delivery-Followup\n\nDifficult conversations succeed or fail based on three phases:\n\n### Phase 1: Preparation (Before)\n\n**Purpose:** Set yourself up for a productive conversation\n\n1. **Clarify the Issue**\n   - What specifically happened? (Observable facts only)\n   - What is the impact? (On you, team, work)\n   - What do you need to change?\n\n2. **Check Your Emotions**\n   - What am I feeling? Why?\n   - Am I calm enough to have this conversation?\n   - What might trigger me during this conversation?\n\n3. **Consider Their Perspective**\n   - How might they see this situation?\n   - What constraints or pressures might they have?\n   - What do they care about that I can acknowledge?\n\n4. **Define Your Goal**\n   - What outcome do I want?\n   - What is the minimum acceptable result?\n   - What am I willing to compromise on?\n\n### Phase 2: Delivery (During)\n\n**Purpose:** Have the conversation effectively\n\n1. **Open Neutrally**\n   - Start with facts, not judgments\n   - Express intent to understand, not accuse\n   - Create psychological safety\n\n2. **Share Your Perspective**\n   - Describe behavior, not character\n   - Focus on impact, not intention\n   - Use \"I\" statements, not \"you always\"\n\n3. **Listen Actively**\n   - Ask clarifying questions\n   - Acknowledge their viewpoint\n   - Look for shared interests\n\n4. **Seek Resolution**\n   - Propose specific actions\n   - Agree on next steps\n   - Set check-in timeline\n\n### Phase 3: Followup (After)\n\n**Purpose:** Ensure lasting resolution\n\n1. **Document Agreements**\n   - What was agreed?\n   - Who does what by when?\n   - How will you measure success?\n\n2. **Check Progress**\n   - Follow up as promised\n   - Acknowledge improvements\n   - Address continued issues promptly\n\n3. **Maintain Relationship**\n   - Separate issue from person\n   - Rebuild trust over time\n   - Watch for regression\n\n## Key Principles\n\n### Separate Impact from Intent\n\n**What happened:** Observable behavior\n**What I felt:** Your emotional response\n**What I assume:** Their intention (often wrong)\n\nFocus conversation on behavior and impact, not assumed intentions.\n\n### The SBI Model\n\n**Situation:** When and where did this happen?\n**Behavior:** What specifically did they do\u002Fsay?\n**Impact:** What was the effect on you, the team, or the work?\n\n### Managing Emotions\n\n| If You Feel | Before Acting |\n| ----------- | ------------- |\n| Angry | Wait 24 hours, write but don't send |\n| Hurt | Talk to neutral party first |\n| Anxious | Practice the conversation |\n| Defensive | Identify your contribution |\n\n### When to Escalate\n\nEscalate when:\n\n- Safety is at risk\n- Legal issues involved\n- Repeated conversations haven't worked\n- Power dynamics prevent resolution\n- You need documentation\n\n## Conversation Types\n\n### Performance Feedback\n\n- Lead with specific examples\n- Connect to expectations\u002Fstandards\n- Focus on future improvement\n- Offer support and resources\n\n### Conflict Resolution\n\n- Hear both sides separately first\n- Identify underlying interests\n- Look for win-win solutions\n- Document agreements\n\n### Sensitive Topics\n\n- Choose private, neutral setting\n- Allow time for processing\n- Be direct but compassionate\n- Respect confidentiality\n\n### Receiving Feedback\n\n- Thank them for feedback\n- Ask clarifying questions\n- Don't defend immediately\n- Reflect before responding\n\n## References (Load When Needed)\n\n### Detailed Frameworks\n\n- **[Conversation Framework](references\u002Fconversation-framework.md)**: Complete three-phase framework with scripts and examples\n- **[Preparation Template](references\u002Fpreparation-template.md)**: Worksheet for preparing before difficult conversations\n- **[Delivery Scripts](references\u002Fdelivery-scripts.md)**: Opening lines, response handling, reframing techniques\n- **[Emotional Regulation](references\u002Femotional-regulation.md)**: Managing your own emotions before and during\n\n## See Also\n\n- `feedback-mastery` skill - SBI feedback model (overlaps but more feedback-focused)\n- `professional-effective-communication` skill - General communication patterns\n\n## Example Scenarios\n\n### Scenario 1: Addressing Missed Deadlines\n\n```markdown\n**Issue:** Team member missed 3 deadlines in past month\n**Impact:** Project delayed, others blocked\n**Goal:** Understand root cause, agree on prevention plan\n\n**Opening:** \"I wanted to check in about the recent deliverables. I've noticed\nthe last three have come in past deadline, and I'd like to understand what's\nhappening and how we can address it together.\"\n```\n\n### Scenario 2: Peer Conflict\n\n```markdown\n**Issue:** Colleague publicly criticized your work in meeting\n**Impact:** Embarrassed, trust damaged\n**Goal:** Address behavior, rebuild working relationship\n\n**Opening:** \"I'd like to talk about what happened in yesterday's standup.\nWhen you said my code 'missed obvious issues,' I felt called out in front\nof the team. I'd like to understand your concerns and find a better way\nto handle code quality feedback.\"\n```\n\n### Scenario 3: Asking Manager for Raise\n\n```markdown\n**Issue:** Feel underpaid relative to market\u002Fcontribution\n**Impact:** Demotivation, considering leaving\n**Goal:** Discuss compensation, get timeline or adjustment\n\n**Opening:** \"I'd like to discuss my compensation. I've been here two years,\ntaken on the payments project leadership, and want to make sure my salary\nreflects my contributions and the current market.\"\n```\n\n## Anti-Patterns to Avoid\n\n### In Preparation\n\n- **Scripting every word** - You'll sound robotic; prepare themes, not scripts\n- **Building a case** - This isn't a trial; seek understanding, not winning\n- **Waiting too long** - Issues compound; address promptly\n\n### In Delivery\n\n- **Starting with \"You always...\"** - Triggers defensiveness immediately\n- **Burying the lead** - Get to the point; don't soften excessively\n- **Asking leading questions** - \"Don't you think...\" isn't asking\n\n### In Followup\n\n- **Forgetting to check in** - Without follow-up, nothing changes\n- **Holding grudges** - Issue resolved means relationship continues\n- **Over-documenting** - Not everything needs written record\n\n## Success Metrics\n\nA successful difficult conversation:\n\n- Both parties feel heard\n- Specific actions are agreed\n- Relationship is preserved or improved\n- The issue doesn't recur (or has clear escalation)\n- Neither party is blindsided later\n\n",{"name":5,"description":7,"allowed-tools":41},"Read, Glob, Grep","main","015422534a7457348a313b6381f0255d3364eb8c","cli-tool\u002Fcomponents\u002Fskills\u002Fenterprise-communication\u002Fdifficult-workplace-conversations",0,"https:\u002F\u002Fgithub.com\u002FMishit18\u002Fclaude-code-templates","https:\u002F\u002Fgithub.com\u002FMishit18","2026-11-12 18:26:48",{"source":8,"skillName":5,"commands":50,"prompt":60,"zipAvailable":61},[51,54,57],{"tool":52,"command":53},"npx","npx skills add Mishit18\u002Fclaude-code-templates --skill difficult-workplace-conversations",{"tool":55,"command":56},"bunx","bunx skills add Mishit18\u002Fclaude-code-templates --skill difficult-workplace-conversations",{"tool":58,"command":59},"pnpm","pnpm dlx skills add Mishit18\u002Fclaude-code-templates --skill difficult-workplace-conversations","安装技能，技能地址：https:\u002F\u002Fgithub.com\u002FMishit18\u002Fclaude-code-templates\u002Fblob\u002Fmain\u002Fcli-tool\u002Fcomponents\u002Fskills\u002Fenterprise-communication\u002Fdifficult-workplace-conversations\u002FSKILL.md",true,[63,69,73,77,81],{"path":64,"resourceType":65,"resourceTypeDesc":66,"sizeBytes":67,"sourceHtmlUrl":68},"README.md","REFERENCE","参考文档",9261,"https:\u002F\u002Fgithub.com\u002FMishit18\u002Fclaude-code-templates\u002Fblob\u002Fmain\u002Fcli-tool\u002Fcomponents\u002Fskills\u002Fenterprise-communication\u002Fdifficult-workplace-conversations\u002FREADME.md",{"path":70,"resourceType":65,"resourceTypeDesc":66,"sizeBytes":71,"sourceHtmlUrl":72},"references\u002Fconversation-framework.md",9461,"https:\u002F\u002Fgithub.com\u002FMishit18\u002Fclaude-code-templates\u002Fblob\u002Fmain\u002Fcli-tool\u002Fcomponents\u002Fskills\u002Fenterprise-communication\u002Fdifficult-workplace-conversations\u002Freferences\u002Fconversation-framework.md",{"path":74,"resourceType":65,"resourceTypeDesc":66,"sizeBytes":75,"sourceHtmlUrl":76},"references\u002Fdelivery-scripts.md",8855,"https:\u002F\u002Fgithub.com\u002FMishit18\u002Fclaude-code-templates\u002Fblob\u002Fmain\u002Fcli-tool\u002Fcomponents\u002Fskills\u002Fenterprise-communication\u002Fdifficult-workplace-conversations\u002Freferences\u002Fdelivery-scripts.md",{"path":78,"resourceType":65,"resourceTypeDesc":66,"sizeBytes":79,"sourceHtmlUrl":80},"references\u002Femotional-regulation.md",8813,"https:\u002F\u002Fgithub.com\u002FMishit18\u002Fclaude-code-templates\u002Fblob\u002Fmain\u002Fcli-tool\u002Fcomponents\u002Fskills\u002Fenterprise-communication\u002Fdifficult-workplace-conversations\u002Freferences\u002Femotional-regulation.md",{"path":82,"resourceType":65,"resourceTypeDesc":66,"sizeBytes":83,"sourceHtmlUrl":84},"references\u002Fpreparation-template.md",7358,"https:\u002F\u002Fgithub.com\u002FMishit18\u002Fclaude-code-templates\u002Fblob\u002Fmain\u002Fcli-tool\u002Fcomponents\u002Fskills\u002Fenterprise-communication\u002Fdifficult-workplace-conversations\u002Freferences\u002Fpreparation-template.md",[86,118,144,171,198,221],{"skillNo":87,"name":88,"nameZh":6,"description":89,"descriptionZh":6,"repositoryFullName":8,"ownerLogin":9,"ownerAvatarUrl":10,"ownerAccountNo":11,"ownerDisplayName":12,"repositoryNo":13,"starsCount":14,"licenseSpdxId":90,"licenseFileUrl":91,"sourceHtmlUrl":92,"categories":93,"keywords":99,"publishedAt":36},"01M6R4ARN4W2VZRDERDTMN1KP0","web-artifacts-builder","Suite of tools for creating elaborate, multi-component claude.ai HTML artifacts using modern frontend web technologies (React, Tailwind CSS, shadcn\u002Fui). 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Use this skill whenever the user is about to plan a system, make a technology choice, evaluate trade-offs, decide on an approach, or faces any decision where multiple perspectives would sharpen the outcome. Also trigger when the user says \"think tank\", \"debate this\", \"perspectives on\", \"trade-offs\", \"should I use X or Y\", \"help me decide\", \"before we plan\", or asks for pros\u002Fcons of competing approaches. 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This skill should be used when users want to create a new skill (or update an existing skill) that extends Claude's capabilities with specialized knowledge, workflows, or tool integrations.","https:\u002F\u002Fgithub.com\u002FMishit18\u002Fclaude-code-templates\u002Fblob\u002Fmain\u002Fcli-tool\u002Fcomponents\u002Fskills\u002Fproductivity\u002Fskill-creator\u002FLICENSE.txt","https:\u002F\u002Fgithub.com\u002FMishit18\u002Fclaude-code-templates\u002Fblob\u002Fmain\u002Fcli-tool\u002Fcomponents\u002Fskills\u002Fproductivity\u002Fskill-creator\u002FSKILL.md",[178],{"categoryNo":179,"categoryName":180,"taxonomyType":97,"taxonomyTypeDesc":98},"01JBSEEDCAT000000000000023","Skill与智能体开发",[182,183,184,185,186,187,188,189,190,191,192,193,194,195,143,25,196,23,197],"skill creator","creator","workflows","create","update","capabilities","knowledge","tool","integrations","specialized","guide","new skill","existing skill","users","Existing","new",{"skillNo":199,"name":200,"nameZh":6,"description":201,"descriptionZh":6,"repositoryFullName":8,"ownerLogin":9,"ownerAvatarUrl":10,"ownerAccountNo":11,"ownerDisplayName":12,"repositoryNo":13,"starsCount":14,"licenseSpdxId":15,"licenseFileUrl":6,"sourceHtmlUrl":202,"categories":203,"keywords":204,"publishedAt":36},"01M6R2FK42ZZ4HJTJVVK9WJBBP","ship-learn-next","Transform learning content (like YouTube transcripts, articles, tutorials) into actionable implementation plans using the Ship-Learn-Next framework. Use when user wants to turn advice, lessons, or educational content into concrete action steps, reps, or a learning quest.","https:\u002F\u002Fgithub.com\u002FMishit18\u002Fclaude-code-templates\u002Fblob\u002Fmain\u002Fcli-tool\u002Fcomponents\u002Fskills\u002Fproductivity\u002Fship-learn-next\u002FSKILL.md",[],[205,206,207,208,35,209,32,210,31,211,212,213,214,215,216,217,218,219,220,23],"learn","ship learn next","ship","next","learning","write","advice","implementation","youtube","plans","quest","transform","actionable","action","lessons","youtube transcripts",{"skillNo":222,"name":223,"nameZh":6,"description":224,"descriptionZh":6,"repositoryFullName":8,"ownerLogin":9,"ownerAvatarUrl":10,"ownerAccountNo":11,"ownerDisplayName":12,"repositoryNo":13,"starsCount":14,"licenseSpdxId":90,"licenseFileUrl":225,"sourceHtmlUrl":226,"categories":227,"keywords":234,"publishedAt":36},"01M6R2088G1RHDA5MDX16HASRB","slack-gif-creator","Knowledge and utilities for creating animated GIFs optimized for Slack. Provides constraints, validation tools, and animation concepts. Use when users request animated GIFs for Slack like \"make me a GIF of X doing Y for Slack.\"","https:\u002F\u002Fgithub.com\u002FMishit18\u002Fclaude-code-templates\u002Fblob\u002Fmain\u002Fcli-tool\u002Fcomponents\u002Fskills\u002Fenterprise-communication\u002Fslack-gif-creator\u002FLICENSE.txt","https:\u002F\u002Fgithub.com\u002FMishit18\u002Fclaude-code-templates\u002Fblob\u002Fmain\u002Fcli-tool\u002Fcomponents\u002Fskills\u002Fenterprise-communication\u002Fslack-gif-creator\u002FSKILL.md",[228,231],{"categoryNo":229,"categoryName":230,"taxonomyType":97,"taxonomyTypeDesc":98},"01JBSEEDCAT000000000000005","邮件与沟通",{"categoryNo":232,"categoryName":233,"taxonomyType":97,"taxonomyTypeDesc":98},"01JBSEEDCAT000000000000016","图像与多媒体",[235,236,237,183,238,239,240,241,188,31,167,195,169,242,243,25,244,23],"slack gif creator","slack","gif","validation","Tools","constraints","Animation","Utilities","concepts","request"]