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| Criterion |  Operations ALPEN Method |  Systems Thinking Intervention Mapping |  Facilitation Stakeholder Mapping |  Facilitation Stakeholder Salience Model |
|---|---|---|---|---|
Purposedifferent | With an overloaded day full of too many tasks, a realistic picture of the day emerges. The method connects estimating, deciding, and buffer thinking so planning fits available energy and time. | Intervention Mapping translates a need for change into a planned, evaluable program. The method connects target group, determinants, actions, and measurement into a traceable chain. | 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 | Low | High | Low | Medium |
Timedifferent | 10-20 min daily | 1-5 Tage | 60–90 min | 60-90 min |
Participantsdifferent | 1 | 4-12 | 2-8 | 3-6 |
Formatdifferent | Async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Daily Plan, Time Estimates, Review Notes | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Stakeholder Map, Engagement Plan, Risk Notes | Salience Diagram, Strategy per Class |
Tagsno overlap | PlanningTime managementProductivityOperations | ChangeSystems thinkingCapability | StakeholdersAlignmentFacilitationChange | StakeholdersFacilitationAlignmentGovernance |