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| Criterion |  Business Strategy Balanced Scorecard |  Facilitation Alignment Mapping |  Facilitation Mind Mapping |  Facilitation Stakeholder Salience Model |
|---|---|---|---|---|
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 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 | High | Medium | Low | Medium |
Timedifferent | Halber Tag bis mehrere Wochen | 1-2 h | 15-45 min | 60-90 min |
Participantsdifferent | 4-12 | 4-12 | 1-10 | 3-6 |
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 | Salience Diagram, Strategy per Class |
Tagsno overlap | StrategyMetricsExecution | AlignmentStakeholdersStrategyFacilitation | BrainstormingIdeasMappingStructureFacilitation | StakeholdersFacilitationAlignmentGovernance |