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| Criterion |  Knowledge Modeling Feynman Technique |  Decision Making Decision Rights Mapping |  Facilitation Stakeholder Mapping |  Facilitation Stakeholder Salience Model |
|---|---|---|---|---|
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. | In organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. | 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 | Medium | Low | Medium |
Timedifferent | 20-60 min | 90-180 min | 60–90 min | 60-90 min |
Participantsdifferent | 1 | 4-12 | 2-8 | 3-6 |
Formatdifferent | Async | Workshop | Workshop + async | Workshop |
Outputdifferent | Plain-language Explanation, Knowledge Gaps, Study Notes | Decision Rights Matrix, Agreement | Stakeholder Map, Engagement Plan, Risk Notes | Salience Diagram, Strategy per Class |
Tagsno overlap | LearningKnowledgeUnderstanding | DecisionGovernanceAlignmentResponsibility | StakeholdersAlignmentFacilitationChange | StakeholdersFacilitationAlignmentGovernance |