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| Criterion |  Facilitation Lean Coffee |  Facilitation Alignment Mapping |  Agile ROAM Board |  Facilitation Stakeholder Salience Model |
|---|---|---|---|---|
Purposedifferent | When a group without a fixed agenda needs to get into useful conversations quickly, Lean Coffee structures the start around interests rather than a presentation. The group itself negotiates which topics get time first and which wait. | 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. | When work needs to move between different states or columns, it makes that movement and its handoffs legible. It sorts work by value, risk, and delivery ability. The result is captured as a ROAM Board and an Owner List. | 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 | Low | Medium | Low | Medium |
Timedifferent | 30-90 min | 1-2 h | 20-40 min initial, dann laufend | 60-90 min |
Participantsdifferent | 3-20 | 4-12 | 3-15 | 3-6 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Prioritized Topics, Discussion Notes, Action Items | Alignment Map, Open Issues, Decision Questions | ROAM Board, Owner List | Salience Diagram, Strategy per Class |
Tagsno overlap | FacilitationAutonomyDialogue | AlignmentStakeholdersStrategyFacilitation | RiskAgileTrackingAlignment | StakeholdersFacilitationAlignmentGovernance |