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| Criterion |  Facilitation Mind Mapping |  Systems Thinking Evaporating Cloud |  Facilitation Stakeholder 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. | The method makes visible why two seemingly incompatible demands arise and which assumption must be tested to resolve the conflict. | 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. | 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 | 60-120 min | 60–90 min | 60-90 min |
Participantsdifferent | 1-10 | 2-8 | 2-8 | 3-6 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Mind Map, Topic Clusters, Open Questions | Conflict Cloud, Assumption List, Breakthrough Ideas, Next Experiments | Stakeholder Map, Engagement Plan, Risk Notes | Salience Diagram, Strategy per Class |
Tagsno overlap | BrainstormingIdeasMappingStructureFacilitation | Theory of ConstraintsAssumptionsSystems thinking | StakeholdersAlignmentFacilitationChange | StakeholdersFacilitationAlignmentGovernance |