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| Criterion |  Knowledge Modeling Feynman Technique |  Facilitation Stakeholder Mapping |  Knowledge Modeling IBIS |  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. | 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. | IBIS structures thinking about complex questions as a sequence of issues, ideas, and arguments. The method keeps discussions open without forcing them into premature consensus. | 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 | Medium | Medium |
Timedifferent | 20-60 min | 60–90 min | 1-3 h | 60-90 min |
Participantsdifferent | 1 | 2-8 | 2-8 | 3-6 |
Formatdifferent | Async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Plain-language Explanation, Knowledge Gaps, Study Notes | Stakeholder Map, Engagement Plan, Risk Notes | Issue Map, Positions, Argument Notes | Salience Diagram, Strategy per Class |
Tagsno overlap | LearningKnowledgeUnderstanding | StakeholdersAlignmentFacilitationChange | RationaleKnowledgeDecision | StakeholdersFacilitationAlignmentGovernance |