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| Criterion |  Operations Kepner-Tregoe |  Facilitation Consensus Workshop |  Facilitation Stakeholder Mapping |  Facilitation Stakeholder Salience Model |
|---|---|---|---|---|
Purposedifferent | For a disturbance that's hard to pin down, the method cleanly separates problem, cause, and decision. It reduces mixing when symptoms allow several interpretations. | 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. | 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. |
Complexitydifferent | High | Medium | Low | Medium |
Timedifferent | 2-8 h | 1-3 h | 60–90 min | 60-90 min |
Participantsdifferent | 2-8 | 5-30 | 2-8 | 3-6 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Problem Analysis, Decision Analysis, Risk Plan | Consensus Clusters, Theme Titles, Priority Areas | Stakeholder Map, Engagement Plan, Risk Notes | Salience Diagram, Strategy per Class |
Tagsno overlap | Problem solvingRoot causeDecisionOperations | FacilitationConsensusWorkshopAlignment | StakeholdersAlignmentFacilitationChange | StakeholdersFacilitationAlignmentGovernance |