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| Criterion |  Knowledge Modeling Knowledge Mapping |  Facilitation Alignment Mapping |  Business Strategy Value Chain Analysis |  Facilitation Stakeholder Mapping |
|---|---|---|---|---|
Purposedifferent | Knowledge Mapping makes knowledge, gaps, and transfer paths visible across a field. It fits when expertise should not just exist but also be findable and transferable. | 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. | Value Chain Analysis shows where value is created, costs accrue, and differentiation becomes possible along the process. It compares strengths, risks, market logic, and courses of action. The result is captured as a value-chain map and lever list. | 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. |
Complexitydifferent | Medium | Medium | High | Low |
Timedifferent | 1-3 h | 1-2 h | Half day | 60–90 min |
Participantsdifferent | 3-12 | 4-12 | 3-8 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Knowledge Map, Critical Knowledge Areas, Transfer Plan | Alignment Map, Open Issues, Decision Questions | Value Chain Map, Lever List | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | KnowledgeMappingRisk | AlignmentStakeholdersStrategyFacilitation | StrategyBusiness modelDiagnosisAnalysis | StakeholdersAlignmentFacilitationChange |