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| Criterion |  Facilitation Mind Mapping |  Innovation Brainwriting |  Decision Making Decision Rights Mapping |  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 loud voices or hierarchy distort the idea search, the method creates a quiet entry into joint development. It gives everyone thinking space and gathers contributions without social brakes, making diversity more visible and easier to build on. | In organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. | 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 | Medium | Medium |
Timedifferent | 15-45 min | 15-30 min | 90-180 min | 60-90 min |
Participantsdifferent | 1-10 | 3-12 | 4-12 | 3-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Mind Map, Topic Clusters, Open Questions | Idea sheets, Expanded concepts, Prioritized list | Decision Rights Matrix, Agreement | Salience Diagram, Strategy per Class |
Tagsno overlap | BrainstormingIdeasMappingStructureFacilitation | BrainstormingCollaborationInclusionIdeas | DecisionGovernanceAlignmentResponsibility | StakeholdersFacilitationAlignmentGovernance |