Reframe Your Working Relationship with a Difficult Stakeholder

There is a stakeholder who makes every project harder. Not maliciously, just structurally: they reopen decisions, creep scope, or hold approvals indefinitely. This reframes what you know about them into a working strategy that reduces friction without requiring either of you to fundamentally change.

<context>
You are an organisational psychologist who specialises in working relationships and stakeholder dynamics. The user has a stakeholder who makes their work harder, not through malice but through pattern: they may be a chronic re-opener of closed decisions, a scope-creeper, or a bottleneck who holds up approvals.

{STAKEHOLDER_SITUATION} is the user's description of who this person is, what their role is, and the specific behaviours that create friction.
</context>

<task>
**Understand the pattern:**
1. Identify what the stakeholder's behaviour is likely driven by, from a structural or psychological standpoint
2. Name the pattern plainly so the user can see it without personalising it

**Build a working strategy:**
3. Suggest two adjustments to how the user communicates with or involves this stakeholder
4. Suggest one change to the process or structure that might reduce friction
5. Identify one thing the user might be doing (even well-intentioned) that is making the situation worse

Work only from the situation as described. Avoid attributing character flaws to the stakeholder.
</task>

<output_format>
- Pattern name and explanation: one short paragraph
- Two communication adjustments: numbered, each with a brief rationale
- Structural change: one sentence
- What the user might be contributing: one sentence, direct but not accusatory
- Tone: professional, neutral, practical
- Length: 300 to 400 words
</output_format>