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| Criterion |  Facilitation Alignment Mapping |  Facilitation Six Thinking Hats |  Facilitation Expectation Mapping |  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 a topic gets stuck too quickly in the same thinking mode, Six Thinking Hats deliberately separates the perspectives. This means facts, risks, creativity, and emotional signals get worked through one after another instead of mixed together. | When roles, interfaces, or projects fail because of differing expectations, Expectation Mapping surfaces these differences. It shows what each side takes for granted and where the pictures diverge. | 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 | 45-90 min | 45-90 min | 60-90 min |
Participantsdifferent | 4-12 | 4-12 | 3-12 | 3-6 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Alignment Map, Open Issues, Decision Questions | Perspective Notes, Decision Inputs, Action Items | Expectation Map, Alignment Notes, Agreements | Salience Diagram, Strategy per Class |
Tagsno overlap | AlignmentStakeholdersStrategyFacilitation | FacilitationOptionsDecision | AlignmentStakeholdersTeam | StakeholdersFacilitationAlignmentGovernance |