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| Criterion |  Facilitation Expectation Mapping |  Facilitation Alignment Mapping |  Facilitation Mind 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 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 a topic is still unclear and too many thoughts surface at once, Mind Mapping creates an open surface for ordering them. It makes connections, subtopics, and starting points visible without fixing them too early. | 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 | Medium | Low | Medium |
Timedifferent | 45-90 min | 1-2 h | 15-45 min | 60-90 min |
Participantsdifferent | 3-12 | 4-12 | 1-10 | 3-6 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Expectation Map, Alignment Notes, Agreements | Alignment Map, Open Issues, Decision Questions | Mind Map, Topic Clusters, Open Questions | Salience Diagram, Strategy per Class |
Tagsno overlap | AlignmentStakeholdersTeam | AlignmentStakeholdersStrategyFacilitation | BrainstormingIdeasMappingStructureFacilitation | StakeholdersFacilitationAlignmentGovernance |