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| Criterion |  Agile Ideal Days |  Facilitation Alignment Mapping |  Systems Thinking Leverage Points |  Facilitation Stakeholder Salience Model |
|---|---|---|---|---|
Purposedifferent | When effort needs to be thought of as real working time, it offers a simple common denominator for comparison. It sorts work by value, risk, and delivery ability. The result is captured as Ideal Day Estimates, Assumption Notes, and Capacity Caveats. | 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. | Leverage Points show exactly where interventions in a system produce a disproportionate effect. It draws relationships, patterns, and feedback loops. The result is captured as a leverage map and action strategy. | 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 | Medium | High | Medium |
Timedifferent | 15-60 min | 1-2 h | Half day | 60-90 min |
Participantsdifferent | 2-9 | 4-12 | 3-12 | 3-6 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Alignment Map, Open Issues, Decision Questions | Leverage Map, Action Strategy | Salience Diagram, Strategy per Class |
Tagsno overlap | EstimationEffortAgile | AlignmentStakeholdersStrategyFacilitation | Systems thinkingChangeStrategy | StakeholdersFacilitationAlignmentGovernance |