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| Criterion |  Agile Ideal Days |  Facilitation Stakeholder Mapping |  Facilitation Stakeholder Salience Model |  Facilitation Consensus Workshop |
|---|---|---|---|---|
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 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. | 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. | When a group needs a solid decision without outvoting individual factions, a Consensus Workshop creates a negotiable common ground. It makes agreement, reservations, and open tensions discussable at the same time. |
Complexitydifferent | Low | Low | Medium | Medium |
Timedifferent | 15-60 min | 60–90 min | 60-90 min | 1-3 h |
Participantsdifferent | 2-9 | 2-8 | 3-6 | 5-30 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Stakeholder Map, Engagement Plan, Risk Notes | Salience Diagram, Strategy per Class | Consensus Clusters, Theme Titles, Priority Areas |
Tagsno overlap | EstimationEffortAgile | StakeholdersAlignmentFacilitationChange | StakeholdersFacilitationAlignmentGovernance | FacilitationConsensusWorkshopAlignment |