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| Criterion |  Product Strategy Impact Mapping |  Facilitation Alignment Mapping |  Business Strategy Scenario Planning |  Facilitation Stakeholder Salience Model |
|---|---|---|---|---|
Purposedifferent | When a goal needs to be connected to several possible paths, it shows chains of impact instead of feature lists. It connects business goal, behavior change, and measures. | 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. | Scenario Planning opens the view to several plausible futures instead of a single forecast. The method protects strategies from depending on too narrow an expected path. | 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 | Medium | Medium | High | Medium |
Timedifferent | 45-90 min | 1-2 h | 0.5-2 Tage | 60-90 min |
Participantsdifferent | 3-8 | 4-12 | 4-12 | 3-6 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Impact Map, Outcome Hypotheses, Delivery Options | Alignment Map, Open Issues, Decision Questions | Scenario Set, Strategic Implications, Robust Options | Salience Diagram, Strategy per Class |
Tagsno overlap | OutcomesStrategyBehaviorPlanning | AlignmentStakeholdersStrategyFacilitation | StrategyUncertaintyPlanning | StakeholdersFacilitationAlignmentGovernance |