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| Criterion |  Knowledge Modeling Feynman Technique |  Facilitation Stakeholder Salience Model |  Decision Making OODA Loop |  Facilitation Stakeholder Mapping |
|---|---|---|---|---|
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 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. | In dynamic situations, decisions become outdated faster than they can be prepared. The OODA Loop holds observing, orienting, deciding, and acting together as a recurring rhythm so reaction does not slide into inertia. | 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. |
Complexitydifferent | Low | Medium | Medium | Low |
Timedifferent | 20-60 min | 60-90 min | 15-60 min je Zyklus | 60–90 min |
Participantsdifferent | 1 | 3-6 | 1-8 | 2-8 |
Formatdifferent | Async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Plain-language Explanation, Knowledge Gaps, Study Notes | Salience Diagram, Strategy per Class | Situation Assessment, Decision Loop, Action Updates | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | LearningKnowledgeUnderstanding | StakeholdersFacilitationAlignmentGovernance | DecisionChangeLearningStrategy | StakeholdersAlignmentFacilitationChange |