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| Criterion |  Product Strategy Impact Mapping |  Facilitation Mind Mapping |  Facilitation Stakeholder Salience Model |  Facilitation 3-Circle Venn Diagram |
|---|---|---|---|---|
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 a topic is still unclear and too many thoughts surface at once, Mind Mapping creates an open surface for ordering them. It makes connections, subtopics, and starting points visible without fixing them too early. | 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 three perspectives matter at the same time, a Three-Circle Venn Diagram shows the overlaps and remainders precisely. It makes visible where shared effect arises and where only a partial perspective applies. |
Complexitydifferent | Medium | Low | Medium | Low |
Timedifferent | 45-90 min | 15-45 min | 60-90 min | 15-45 min |
Participantsdifferent | 3-8 | 1-10 | 3-6 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Impact Map, Outcome Hypotheses, Delivery Options | Mind Map, Topic Clusters, Open Questions | Salience Diagram, Strategy per Class | Venn Diagram, Overlap Notes, Differentiators |
Tagsno overlap | OutcomesStrategyBehaviorPlanning | BrainstormingIdeasMappingStructureFacilitation | StakeholdersFacilitationAlignmentGovernance | ComparisonFacilitationAlignment |