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| Criterion |  Agile Affinity Estimation |  Systems Thinking Intervention Mapping |  Facilitation Stakeholder Salience Model |  Facilitation Stakeholder Mapping |
|---|---|---|---|---|
Purposedifferent | When many tasks need to be classified quickly, it sorts them by perceived effort and similarity. It reduces the effort of fine-grained estimation for large volumes. | Intervention Mapping translates a need for change into a planned, evaluable program. The method connects target group, determinants, actions, and measurement into a traceable chain. | 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 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 | Medium | High | Medium | Low |
Timedifferent | 30-90 min | 1-5 Tage | 60-90 min | 60–90 min |
Participantsdifferent | 3-12 | 4-12 | 3-6 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Affinity Size Map, Grouped Estimates, Unclear Items | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Salience Diagram, Strategy per Class | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | EstimationBacklogRelative sizing | ChangeSystems thinkingCapability | StakeholdersFacilitationAlignmentGovernance | StakeholdersAlignmentFacilitationChange |