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| Criterion |  Facilitation Alignment Mapping |  Operations Accountability Ladder |  Facilitation Stakeholder Salience Model |  Facilitation Responsibility Poker |
|---|---|---|---|---|
Purposedifferent | 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. | With defensive reactions to problems, the method shifts the view from justification to ownership. It makes visible which reaction stage a person or team is currently stuck 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 it stays unclear who carries responsibility and who only contributes, Responsibility Poker makes the distribution of responsibility explicit. It sharpens the boundaries between weighing in, deciding, and bearing consequences. |
Complexitydifferent | Medium | Low | Medium | Low |
Timedifferent | 1-2 h | 20-45 min | 60-90 min | 45-90 min |
Participantsdifferent | 4-12 | 1-8 | 3-6 | 3-10 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Alignment Map, Open Issues, Decision Questions | Ownership Reflection, Action Commitment, Coaching Notes | Salience Diagram, Strategy per Class | Responsibility Map, Role Agreements, Open Questions |
Tagsno overlap | AlignmentStakeholdersStrategyFacilitation | ResponsibilityLeadershipTeam | StakeholdersFacilitationAlignmentGovernance | RolesResponsibilityTeamFacilitation |