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| Criterion |  Facilitation Alignment Mapping |  Facilitation Stakeholder Salience Model |  Product Discovery Assumption 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 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 assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. | 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 | Medium | Medium | Low |
Timedifferent | 1-2 h | 60-90 min | 45-60 min | 60–90 min |
Participantsdifferent | 4-12 | 3-6 | 2-8 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Alignment Map, Open Issues, Decision Questions | Salience Diagram, Strategy per Class | Assumption map, Test backlog, Risk ranking | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | AlignmentStakeholdersStrategyFacilitation | StakeholdersFacilitationAlignmentGovernance | AssumptionsRiskExperimentsValidation | StakeholdersAlignmentFacilitationChange |