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| Criterion |  Business Strategy PESTLE Analysis |  Facilitation Stakeholder Mapping |  Systems Thinking Leverage Points |  Facilitation Stakeholder Salience Model |
|---|---|---|---|---|
Purposedifferent | PESTLE Analysis makes political, economic, social, technological, legal, and environmental influences visible. The environment of an initiative is thereby read systematically instead of through isolated trends. | 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. | Leverage Points show exactly where interventions in a system produce a disproportionate effect. It draws relationships, patterns, and feedback loops. The result is captured as a leverage map and action 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 | Medium | Low | High | Medium |
Timedifferent | 1-3 h | 60–90 min | Half day | 60-90 min |
Participantsdifferent | 2-10 | 2-8 | 3-12 | 3-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | PESTLE Map, External Risks, Strategic Questions | Stakeholder Map, Engagement Plan, Risk Notes | Leverage Map, Action Strategy | Salience Diagram, Strategy per Class |
Tagsno overlap | StrategyMarketAnalysis | StakeholdersAlignmentFacilitationChange | Systems thinkingChangeStrategy | StakeholdersFacilitationAlignmentGovernance |