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| Criterion |  Operations PDCA Cycle |  Agile WSJF |  Facilitation Stakeholder Salience Model |  Facilitation Stakeholder Mapping |
|---|---|---|---|---|
Purposedifferent | For an improvement that still has to prove itself in everyday work, the method runs it through small learning loops. It connects planning, checking, and standardization into a repeatable learning mode. | When many tasks compete for the same capacity, it orders work by economic impact. It makes time lost, benefit, and effort comparable together. | 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 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 | High | Medium | Low |
Timedifferent | 1 h bis mehrere Wochen | 45-90 min | 60-90 min | 60–90 min |
Participantsdifferent | 1-8 | 3-10 | 3-6 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | PDCA Log, Experiment Plan, Learning Outcome, Standard Change | Ranked Backlog, Cost-of-Delay Assumptions | Salience Diagram, Strategy per Class | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | Continuous improvementLeanExperiments | LeanEconomicsSequencePrioritization | StakeholdersFacilitationAlignmentGovernance | StakeholdersAlignmentFacilitationChange |