interactions arising from political economy issues that constrain collective action. While these efforts provide information to change agents, there is often weak staff capacity in project teams and little time available for these activities. Consequently, stakeholder engagement may not be harmonized with project implementation processes. It is often sacrificed to meet the demand for more rapid project development and implementation. Where project teams are constrained by lack of financial resources and time before full-scale implementation, a framework of concepts, approaches, and tools that can be used for decision making is useful. Negotiating Strategic Change The Framework The proposed framework “Negotiating Strategic Change” has been developed over time, tested in various cultures and organizational systems, and adapted to specific team needs. It has provided reform teams with a set of easy-to-use concepts and practical tools. “Negotiating Strategic Change” is a framework for multi-stakeholder engagement anchored in two disciplines: strategic communication and conflict management and negotiation techniques. The negotiation techniques included in the framework emphasize key concepts often overlooked in more traditional, “deal-based” negotiation training. They complement the mobilization and coalition-building framework central to strategic communication in three significant aspects. First, negotiation focuses on the three-step process of inviting, convening, and facilitating. This helps stakeholders who are affected by the development issue to use the negotiation process both “away from the negotiation table” as well as “at the table” to secure a durable agreement. This means actors are most likely to fulfill their responsibilities because the agreement reflects their interests adequately and the process respected their cultural norms. The approach recognizes that culture drives these processes, especially invitation and convening. Second, the