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| Criterion |  Facilitation Expectation Mapping |  Facilitation 1-2-4-All |  Facilitation Stakeholder Mapping |  Facilitation Stakeholder Salience Model |
|---|---|---|---|---|
Purposedifferent | When roles, interfaces, or projects fail because of differing expectations, Expectation Mapping surfaces these differences. It shows what each side takes for granted and where the pictures diverge. | 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 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 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 | Low | Low | Low | Medium |
Timedifferent | 45-90 min | 10-20 min | 60–90 min | 60-90 min |
Participantsdifferent | 3-12 | 4-100+ | 2-8 | 3-6 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Expectation Map, Alignment Notes, Agreements | Idea List, Shared Insights, Emergent Themes | Stakeholder Map, Engagement Plan, Risk Notes | Salience Diagram, Strategy per Class |
Tagsno overlap | AlignmentStakeholdersTeam | FacilitationInclusionIdeation | StakeholdersAlignmentFacilitationChange | StakeholdersFacilitationAlignmentGovernance |