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| Criterion |  Facilitation Mind Mapping |  Operations ALPEN Method |  Facilitation Power Interest Grid |  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. | With an overloaded day full of too many tasks, a realistic picture of the day emerges. The method connects estimating, deciding, and buffer thinking so planning fits available energy and time. | 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 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 | Low | Low | Medium |
Timedifferent | 15-45 min | 10-20 min daily | 30-60 min | 60-90 min |
Participantsdifferent | 1-10 | 1 | 2-8 | 3-6 |
Formatdifferent | Workshop + async | Async | Workshop | Workshop |
Outputdifferent | Mind Map, Topic Clusters, Open Questions | Daily Plan, Time Estimates, Review Notes | Power Interest Grid, Strategy per Stakeholder | Salience Diagram, Strategy per Class |
Tagsno overlap | BrainstormingIdeasMappingStructureFacilitation | PlanningTime managementProductivityOperations | StakeholdersFacilitationAlignmentPlanning | StakeholdersFacilitationAlignmentGovernance |