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| Criterion |  Facilitation 1-2-4-All |  Decision Making Argument Mapping |  Facilitation Stakeholder Salience Model |  Facilitation Alignment Mapping |
|---|---|---|---|---|
Purposedifferent | When many people in a group too rarely get to speak, 1-2-4-All distributes thinking time more fairly. The format builds participation step by step and makes quiet or still-unformed thoughts usable faster. | When statements, evidence, and counterarguments get mixed up, a debate quickly loses its structure. Argument Mapping breaks a thesis down into its reasoning and makes visible what it really rests on. | When stakeholders appear to matter very differently, the Stakeholder Salience Model rates their actual priority through power, legitimacy, and urgency. It turns individual contributions into a visible selection. The result is captured as a Salience diagram and a class-based strategy. | When several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. |
Complexitydifferent | Low | Medium | Medium | Medium |
Timedifferent | 10-20 min | 1-3 h | 60-90 min | 1-2 h |
Participantsdifferent | 4-100+ | 1-8 | 3-6 | 4-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Idea List, Shared Insights, Emergent Themes | Argument Map, Evidence Gaps, Decision Rationale | Salience Diagram, Strategy per Class | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | FacilitationInclusionIdeation | SensemakingDecisionRationale | StakeholdersFacilitationAlignmentGovernance | AlignmentStakeholdersStrategyFacilitation |