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| Criterion |  Business Strategy Balanced Scorecard |  Facilitation Alignment Mapping |  Facilitation Mind Mapping |  Facilitation Power Interest Grid |
|---|---|---|---|---|
Purposedifferent | Balanced Scorecard translates strategy into a few interconnected perspectives and metrics. It holds impact, steering, and learning together in daily work instead of narrowing strategy down to financial figures. | 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 is still unclear and too many thoughts surface at once, Mind Mapping creates an open surface for ordering them. It makes connections, subtopics, and starting points visible without fixing them too early. | 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 | High | Medium | Low | Low |
Timedifferent | Halber Tag bis mehrere Wochen | 1-2 h | 15-45 min | 30-60 min |
Participantsdifferent | 4-12 | 4-12 | 1-10 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Balanced Scorecard, Strategic Measures, Initiative Map | Alignment Map, Open Issues, Decision Questions | Mind Map, Topic Clusters, Open Questions | Power Interest Grid, Strategy per Stakeholder |
Tagsno overlap | StrategyMetricsExecution | AlignmentStakeholdersStrategyFacilitation | BrainstormingIdeasMappingStructureFacilitation | StakeholdersFacilitationAlignmentPlanning |