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| Criterion |  Facilitation Alignment Mapping |  Facilitation Power Interest Grid |  Systems Thinking Wardley Mapping |  Facilitation Stakeholder Mapping |
|---|---|---|---|---|
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. | Wardley Mapping makes visible where an offering stands today and where it can evolve. The method connects user need, value chain, and evolution stages into a strategic basis for platform, build, or buy decisions. | 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 | Low | Medium | Low |
Timedifferent | 1-2 h | 30-60 min | 1-3 h | 60–90 min |
Participantsdifferent | 4-12 | 2-8 | 2-10 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Alignment Map, Open Issues, Decision Questions | Power Interest Grid, Strategy per Stakeholder | Wardley Map, Strategic Options, Evolution Notes | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | AlignmentStakeholdersStrategyFacilitation | StakeholdersFacilitationAlignmentPlanning | StrategySystems thinkingDynamics | StakeholdersAlignmentFacilitationChange |