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| Criterion |  Facilitation Alignment Mapping |  Facilitation Power Interest Grid |  Facilitation Stakeholder Salience Model |  Delivery Communication Plan |
|---|---|---|---|---|
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 many stakeholders compete for attention at once, the Power Interest Grid sorts them by influence and stake. It turns individual contributions into a visible selection. The result is captured as a Power Interest Grid and a stakeholder-specific strategy. | 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 many people need to be informed in parallel and messages would otherwise arrive unevenly or too late, a Communication Plan orders communication reliably. Channels, audiences, and cadences interlock so important information doesn't get lost. |
Complexitydifferent | Medium | Low | Medium | Low |
Timedifferent | 1-2 h | 30-60 min | 60-90 min | 45-90 min |
Participantsdifferent | 4-12 | 2-8 | 3-6 | 2-6 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Alignment Map, Open Issues, Decision Questions | Power Interest Grid, Strategy per Stakeholder | Salience Diagram, Strategy per Class | Communication Plan, Channel Matrix, Message Cadence |
Tags1 shared | AlignmentStakeholdersStrategyFacilitation | StakeholdersFacilitationAlignmentPlanning | StakeholdersFacilitationAlignmentGovernance | CommunicationStakeholdersDeliveryPlanning |