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| Criterion |  Operations Bottleneck Analysis |  Facilitation Stakeholder Mapping |  Product Strategy SMART Goals |  Facilitation Stakeholder Salience Model |
|---|---|---|---|---|
Purposedifferent | For a flow that backs up at one point, the method looks for the capacity limit with the greatest leverage. It explains why extra effort elsewhere barely improves throughput. | 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 goals are formulated too generally, it brings measurability, direction, and timing into shape. It prevents intentions from staying without clear verification. | 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 | Medium | Low | Low | Medium |
Timedifferent | 1-3 h | 60–90 min | 15-30 min | 60-90 min |
Participantsdifferent | 3-8 | 2-8 | 1-8 | 3-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Stakeholder Map, Engagement Plan, Risk Notes | SMART Goal, Measurement Note, Deadline | Salience Diagram, Strategy per Class |
Tagsno overlap | FlowMeasurementConstraints | StakeholdersAlignmentFacilitationChange | GoalsPlanningMeasurementAlignment | StakeholdersFacilitationAlignmentGovernance |