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| Criterion |  Business Strategy GAP Analysis |  Facilitation Alignment Mapping |  Decision Making Decision Rights Mapping |  Facilitation Stakeholder Salience Model |
|---|---|---|---|---|
Purposedifferent | GAP Analysis compares the current state with a target picture and makes the distance manageable. It becomes useful when, ahead of new initiatives, it must become clear which capabilities, processes, or resources are missing. | 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. | 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 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. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 1-3 h | 1-2 h | 90-180 min | 60-90 min |
Participantsdifferent | 2-8 | 4-12 | 4-12 | 3-6 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Gap Matrix, Action Plan, Risk Notes | Alignment Map, Open Issues, Decision Questions | Decision Rights Matrix, Agreement | Salience Diagram, Strategy per Class |
Tagsno overlap | StrategyAnalysisPlanning | AlignmentStakeholdersStrategyFacilitation | DecisionGovernanceAlignmentResponsibility | StakeholdersFacilitationAlignmentGovernance |