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| Criterion |  Business Strategy GAP Analysis |  Facilitation Six Thinking Hats |  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 a topic gets stuck too quickly in the same thinking mode, Six Thinking Hats deliberately separates the perspectives. This means facts, risks, creativity, and emotional signals get worked through one after another instead of mixed together. | 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 |
Timedifferent | 1-3 h | 45-90 min | 60-90 min |
Participantsdifferent | 2-8 | 4-12 | 3-6 |
Formatdifferent | Workshop + async | Workshop | Workshop |
Outputdifferent | Gap Matrix, Action Plan, Risk Notes | Perspective Notes, Decision Inputs, Action Items | Salience Diagram, Strategy per Class |
Tagsno overlap | StrategyAnalysisPlanning | FacilitationOptionsDecision | StakeholdersFacilitationAlignmentGovernance |
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