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| Criterion |  Knowledge Modeling Feynman Technique |  Decision Making Argument Mapping |  Facilitation Stakeholder Mapping |  Facilitation Power Interest Grid |
|---|---|---|---|---|
Purposedifferent | The Feynman Technique checks understanding by explaining a topic so that it stays easy for others to understand. It makes knowledge gaps visible before they become costly in everyday work. | When statements, evidence, and counterarguments get mixed up, a debate quickly loses its structure. Argument Mapping breaks a thesis down into its reasoning and makes visible what it really rests on. | 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 | Low | Medium | Low | Low |
Timedifferent | 20-60 min | 1-3 h | 60–90 min | 30-60 min |
Participantsdifferent | 1 | 1-8 | 2-8 | 2-8 |
Formatdifferent | Async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Plain-language Explanation, Knowledge Gaps, Study Notes | Argument Map, Evidence Gaps, Decision Rationale | Stakeholder Map, Engagement Plan, Risk Notes | Power Interest Grid, Strategy per Stakeholder |
Tagsno overlap | LearningKnowledgeUnderstanding | SensemakingDecisionRationale | StakeholdersAlignmentFacilitationChange | StakeholdersFacilitationAlignmentPlanning |