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| Criterion |  Facilitation Alignment Mapping |  Facilitation Stakeholder Salience Model |  Agile ROAM Board |  Facilitation Power Interest Grid |
|---|---|---|---|---|
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 work needs to move between different states or columns, it makes that movement and its handoffs legible. It sorts work by value, risk, and delivery ability. The result is captured as a ROAM Board and an Owner List. | 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. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | 1-2 h | 60-90 min | 20-40 min initial, dann laufend | 30-60 min |
Participantsdifferent | 4-12 | 3-6 | 3-15 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Alignment Map, Open Issues, Decision Questions | Salience Diagram, Strategy per Class | ROAM Board, Owner List | Power Interest Grid, Strategy per Stakeholder |
Tags1 shared | AlignmentStakeholdersStrategyFacilitation | StakeholdersFacilitationAlignmentGovernance | RiskAgileTrackingAlignment | StakeholdersFacilitationAlignmentPlanning |