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| Criterion |  Facilitation Lean Coffee |  Facilitation Stakeholder Salience Model |  Facilitation Consensus Workshop |  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 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 a group needs a solid decision without outvoting individual factions, a Consensus Workshop creates a negotiable common ground. It makes agreement, reservations, and open tensions discussable at the same time. | 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 | Medium | Medium | Low |
Timedifferent | 30-90 min | 60-90 min | 1-3 h | 60–90 min |
Participantsdifferent | 3-20 | 3-6 | 5-30 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Prioritized Topics, Discussion Notes, Action Items | Salience Diagram, Strategy per Class | Consensus Clusters, Theme Titles, Priority Areas | Stakeholder Map, Engagement Plan, Risk Notes |
Tags1 shared | FacilitationAutonomyDialogue | StakeholdersFacilitationAlignmentGovernance | FacilitationConsensusWorkshopAlignment | StakeholdersAlignmentFacilitationChange |