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| Criterion |  Operations Change Analysis |  Facilitation 1-2-4-All |  Facilitation Alignment Mapping |  Facilitation Stakeholder Mapping |
|---|---|---|---|---|
Purposedifferent | For a deviation after a change, the method isolates the influence of the altered condition. It narrows down which differences are relevant and which are just accompanying noise. | When many people in a group too rarely get to speak, 1-2-4-All distributes thinking time more fairly. The format builds participation step by step and makes quiet or still-unformed thoughts usable faster. | 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 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. |
Complexitydifferent | Medium | Low | Medium | Low |
Timedifferent | 45-120 min | 10-20 min | 1-2 h | 60–90 min |
Participantsdifferent | 2-6 | 4-100+ | 4-12 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Idea List, Shared Insights, Emergent Themes | Alignment Map, Open Issues, Decision Questions | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | ChangeRoot causeTroubleshootingComparison | FacilitationInclusionIdeation | AlignmentStakeholdersStrategyFacilitation | StakeholdersAlignmentFacilitationChange |