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| Criterion |  Knowledge Modeling Concept Mapping |  Operations Bottleneck Analysis |  Facilitation Stakeholder Salience Model |  Facilitation Stakeholder Mapping |
|---|---|---|---|---|
Purposedifferent | Concept Mapping arranges terms and relationships in a network that makes subject-matter connections tangible. It fits when a topic needs to be understood structurally rather than linearly. | 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 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. | 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 | Medium | Medium | Low |
Timedifferent | 1-2 h | 1-3 h | 60-90 min | 60–90 min |
Participantsdifferent | 1-8 | 3-8 | 3-6 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Concept Map, Relationship Labels, Knowledge Gaps | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Salience Diagram, Strategy per Class | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | KnowledgeConceptsMappingSensemaking | FlowMeasurementConstraints | StakeholdersFacilitationAlignmentGovernance | StakeholdersAlignmentFacilitationChange |