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| Criterion |  Facilitation Lean Coffee |  Delivery Communication Plan |  Facilitation Stakeholder Salience Model |  Facilitation Stakeholder Mapping |
|---|---|---|---|---|
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 many people need to be informed in parallel and messages would otherwise arrive unevenly or too late, a Communication Plan orders communication reliably. Channels, audiences, and cadences interlock so important information doesn't get lost. | 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 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 | Low | Low | Medium | Low |
Timedifferent | 30-90 min | 45-90 min | 60-90 min | 60–90 min |
Participantsdifferent | 3-20 | 2-6 | 3-6 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Prioritized Topics, Discussion Notes, Action Items | Communication Plan, Channel Matrix, Message Cadence | Salience Diagram, Strategy per Class | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | FacilitationAutonomyDialogue | CommunicationStakeholdersDeliveryPlanning | StakeholdersFacilitationAlignmentGovernance | StakeholdersAlignmentFacilitationChange |