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| Criterion |  Operations Kepner-Tregoe |  Facilitation Stakeholder Mapping |  Facilitation Stakeholder Salience Model |  Facilitation Alignment Mapping |
|---|---|---|---|---|
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 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. | 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. |
Complexitydifferent | High | Low | Medium | Medium |
Timedifferent | 2-8 h | 60–90 min | 60-90 min | 1-2 h |
Participantsdifferent | 2-8 | 2-8 | 3-6 | 4-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Problem Analysis, Decision Analysis, Risk Plan | Stakeholder Map, Engagement Plan, Risk Notes | Salience Diagram, Strategy per Class | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | Problem solvingRoot causeDecisionOperations | StakeholdersAlignmentFacilitationChange | StakeholdersFacilitationAlignmentGovernance | AlignmentStakeholdersStrategyFacilitation |