Second, invite multistakeholder groups to a negotiation convened to reach a durable agreement on reform. For example, the negotiation may be focused on identifying priorities. Alternatively, the negotiation may seek to discover a solution to the problem that the stakeholders are willing to implement. The manner in which multistakeholder groups are invited, and the physical and psychological space for the negotiation should be culturally defined. Stakeholders must be convinced that their cultural beliefs and practices are honored in the negotiation process. Third, messages before, during, and after the negotiation should be framed to underscore the value of collective action. The problem to be addressed during the negotiation is defined as a problem that necessitates collective action and the benefits of reform are equated with the public good. Fourth, the goal of the negotiation is to reach a durable agreement. The negotiation process begins with an exchange of information on each stakeholder’s perception of the problem and their position on the reform. Throughout the negotiation, stakeholders will be challenged to define the underlying interests that drive their position and explain their current actions relevant to reform. Ideally, a neutral party will be present to ensure all voices are heard and hidden issues brought into the discussion. Through the open exchange of interests, the group may recognize that there are common goals they can pursue. At that stage, the neutral party can encourage stakeholders to identify options. In the final phase of the negotiation process, stakeholders commit to specific actions that they will each carry out. In most instances, strategic change will be negotiated face-to-face. Stakeholders are invited to a location and a neutral party facilitates the negotiation. These negotiations can be conducted using mediated channels of communication and the neutral party can facilitate the negotiation process using online platforms that enable several parties to participate at the same time. In summary, this framework provides a stakeholder-centric methodology for negotiating strategic change. Detailed stakeholder analysis seeks to understand underlying interests beyond articulated positions on reform. It explores the external environment in which actors operate within a given set of rules that may have hampered reform in the past. It values the capacity for adaptive leadership, where key influencers are able to mobilize groups to actively explore novel approaches in the absence of formal authority and ready solutions. It recognizes the power relationships among stakeholders and distinguishes between the individual’s perception of their own power and the perception of other stakeholders on the source and level of power of that individual