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| Criterion |  Operations Change Analysis |  Delivery Shape Up |  Facilitation Stakeholder Mapping |  Facilitation Power Interest Grid |
|---|---|---|---|---|
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. | Shape Up helps clarify scope, sequence, and delivery flow. It makes work boundaries and decisions explicit and captures results as pitches, bet-table decisions, and hill charts. | 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 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 | Medium | Medium | Low | Low |
Timedifferent | 45-120 min | 6 Wochen Cycle + 2 Wochen Cool-Down | 60–90 min | 30-60 min |
Participantsdifferent | 2-6 | 2-4 pro Pitch | 2-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Pitches, Bet-table decisions, Hill charts, Cooldown outcomes | Stakeholder Map, Engagement Plan, Risk Notes | Power Interest Grid, Strategy per Stakeholder |
Tagsno overlap | ChangeRoot causeTroubleshootingComparison | PlanningDeliveryAutonomy | StakeholdersAlignmentFacilitationChange | StakeholdersFacilitationAlignmentPlanning |