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| Criterion |  Product Strategy Impact Mapping |  Facilitation Stakeholder Salience Model |  Facilitation Storytelling |
|---|---|---|---|
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 an insight needs to have an effect, storytelling translates dry facts into a comprehensible development. It combines context, tension, and consequence into a form that people remember and pass on more easily. |
Complexitysame | Medium | Medium | Medium |
Timedifferent | 45-90 min | 60-90 min | 45-120 min |
Participantsdifferent | 3-8 | 3-6 | 1-6 |
Formatdifferent | Workshop | Workshop | Workshop + async |
Outputdifferent | Impact Map, Outcome Hypotheses, Delivery Options | Salience Diagram, Strategy per Class | Narrative Outline, Key Message, Story Arc |
Tagsno overlap | OutcomesStrategyBehaviorPlanning | StakeholdersFacilitationAlignmentGovernance | CommunicationNarrativeStakeholdersFacilitation |
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