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| Criterion |  Growth Golden Circle |  Facilitation Stakeholder Mapping |  Engineering Goal Question Metric |  Facilitation Stakeholder Salience Model |
|---|---|---|---|---|
Purposedifferent | In positioning and communication, what an offering actually stands for often becomes blurred. The Golden Circle sharpens a product's inner rationale and connects purpose, approach, and offering into a clear statement. | 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. | Helps clarify technical problems, hypotheses, and next steps in concrete terms. It breaks a technical problem into testable parts. The result is captured as a GQM table and metric briefs. | 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 | 30-60 min | 60–90 min | 90-180 min | 60-90 min |
Participantsdifferent | 1-8 | 2-8 | 3-6 | 3-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Why Statement, Messaging Notes, Positioning Draft | Stakeholder Map, Engagement Plan, Risk Notes | GQM Table, Metric Profiles | Salience Diagram, Strategy per Class |
Tagsno overlap | MarketingPositioningCommunication | StakeholdersAlignmentFacilitationChange | MetricsMeasurementEngineeringAlignment | StakeholdersFacilitationAlignmentGovernance |