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| Criterion |  Facilitation 1-2-4-All |  Business Strategy Value Chain Analysis |  Facilitation Alignment Mapping |  Facilitation Stakeholder 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. | Value Chain Analysis shows where value is created, costs accrue, and differentiation becomes possible along the process. It compares strengths, risks, market logic, and courses of action. The result is captured as a value-chain map and lever list. | 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. | When an initiative depends on many people, interests, and power dynamics, Stakeholder Mapping systematically orders the environment. It shows who influences, who is affected, and where relationship management or safeguarding matters first. |
Complexitydifferent | Low | High | Medium | Low |
Timedifferent | 10-20 min | Half day | 1-2 h | 60–90 min |
Participantsdifferent | 4-100+ | 3-8 | 4-12 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Idea List, Shared Insights, Emergent Themes | Value Chain Map, Lever List | Alignment Map, Open Issues, Decision Questions | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | FacilitationInclusionIdeation | StrategyBusiness modelDiagnosisAnalysis | AlignmentStakeholdersStrategyFacilitation | StakeholdersAlignmentFacilitationChange |