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| Criterion |  Operations Change Analysis |  Facilitation Stakeholder Mapping |  Facilitation 3-Circle Venn Diagram |  Facilitation Stakeholder Salience Model |
|---|---|---|---|---|
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 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 three perspectives matter at the same time, a Three-Circle Venn Diagram shows the overlaps and remainders precisely. It makes visible where shared effect arises and where only a partial perspective applies. | 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 | 45-120 min | 60–90 min | 15-45 min | 60-90 min |
Participantsdifferent | 2-6 | 2-8 | 2-8 | 3-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Stakeholder Map, Engagement Plan, Risk Notes | Venn Diagram, Overlap Notes, Differentiators | Salience Diagram, Strategy per Class |
Tagsno overlap | ChangeRoot causeTroubleshootingComparison | StakeholdersAlignmentFacilitationChange | ComparisonFacilitationAlignment | StakeholdersFacilitationAlignmentGovernance |