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| Criterion |  Product Strategy Impact Mapping |  Facilitation Stakeholder Salience Model |  Facilitation Power Interest Grid |  Delivery Communication Plan |
|---|---|---|---|---|
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 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 many stakeholders compete for attention at once, the Power Interest Grid sorts them by influence and stake. It turns individual contributions into a visible selection. The result is captured as a Power Interest Grid and a stakeholder-specific strategy. | When many people need to be informed in parallel and messages would otherwise arrive unevenly or too late, a Communication Plan orders communication reliably. Channels, audiences, and cadences interlock so important information doesn't get lost. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | 45-90 min | 60-90 min | 30-60 min | 45-90 min |
Participantsdifferent | 3-8 | 3-6 | 2-8 | 2-6 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Impact Map, Outcome Hypotheses, Delivery Options | Salience Diagram, Strategy per Class | Power Interest Grid, Strategy per Stakeholder | Communication Plan, Channel Matrix, Message Cadence |
Tagsno overlap | OutcomesStrategyBehaviorPlanning | StakeholdersFacilitationAlignmentGovernance | StakeholdersFacilitationAlignmentPlanning | CommunicationStakeholdersDeliveryPlanning |