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| Criterion |  Knowledge Modeling Knowledge Mapping |  Operations Change Analysis |  Facilitation Power Interest Grid |  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. | For a deviation after a change, the method isolates the influence of the altered condition. It narrows down which differences are relevant and which are just accompanying noise. | 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 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 | Low | Low |
Timedifferent | 1-3 h | 45-120 min | 30-60 min | 60–90 min |
Participantsdifferent | 3-12 | 2-6 | 2-8 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Knowledge Map, Critical Knowledge Areas, Transfer Plan | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Power Interest Grid, Strategy per Stakeholder | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | KnowledgeMappingRisk | ChangeRoot causeTroubleshootingComparison | StakeholdersFacilitationAlignmentPlanning | StakeholdersAlignmentFacilitationChange |