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| Criterion |  Facilitation Alignment Mapping |  Decision Making Argument Mapping |  Systems Thinking VUCA Scan |  Facilitation Stakeholder Salience Model |
|---|---|---|---|---|
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. | 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. | The VUCA Scan helps read difficult situations more precisely. Instead of treating unclarity as generally complicated, the method separates fast change, missing knowledge, systemic entanglement, and ambiguous interpretation. | 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. |
Complexitydifferent | Medium | Medium | Low | Medium |
Timedifferent | 1-2 h | 1-3 h | 30-90 min | 60-90 min |
Participantsdifferent | 4-12 | 1-8 | 1-10 | 3-6 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Alignment Map, Open Issues, Decision Questions | Argument Map, Evidence Gaps, Decision Rationale | VUCA Map, Response Options, Signal and Learning Plan | Salience Diagram, Strategy per Class |
Tagsno overlap | AlignmentStakeholdersStrategyFacilitation | SensemakingDecisionRationale | SensemakingUncertaintyComplexityStrategyForesight | StakeholdersFacilitationAlignmentGovernance |