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| Criterion |  Facilitation Alignment Mapping |  Systems Thinking Soft Systems Methodology |  Facilitation Stakeholder 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. | Soft Systems Methodology helps explore unclear or politically charged problems systematically. Instead of forcing a quick answer, the method builds a shared understanding of perspectives and room for action. | 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. | 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 | High | Low | Medium |
Timedifferent | 1-2 h | 0.5-3 Tage | 60–90 min | 60-90 min |
Participantsdifferent | 4-12 | 5-15 | 2-8 | 3-6 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Alignment Map, Open Issues, Decision Questions | Rich Picture, Root Definitions, Conceptual Models, Change Agenda | Stakeholder Map, Engagement Plan, Risk Notes | Salience Diagram, Strategy per Class |
Tagsno overlap | AlignmentStakeholdersStrategyFacilitation | Soft systemsComplexitySensemakingSystems thinking | StakeholdersAlignmentFacilitationChange | StakeholdersFacilitationAlignmentGovernance |