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| Criterion |  Facilitation Mind Mapping |  Facilitation Alignment Mapping |  Operations Fishbone Diagram |  Facilitation Stakeholder Salience Model |
|---|---|---|---|---|
Purposedifferent | When a topic is still unclear and too many thoughts surface at once, Mind Mapping creates an open surface for ordering them. It makes connections, subtopics, and starting points visible without fixing them too early. | 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 a problem has several possible contributing factors, the method sorts causes by cause areas. It prevents an initial hunch from blocking the view of other plausible drivers. | 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 | 15-45 min | 1-2 h | 30-60 min | 60-90 min |
Participantsdifferent | 1-10 | 4-12 | 2-8 | 3-6 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Mind Map, Topic Clusters, Open Questions | Alignment Map, Open Issues, Decision Questions | Fishbone Diagram, Cause Categories, Investigation Backlog | Salience Diagram, Strategy per Class |
Tagsno overlap | BrainstormingIdeasMappingStructureFacilitation | AlignmentStakeholdersStrategyFacilitation | Root causeQualityOperations | StakeholdersFacilitationAlignmentGovernance |