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| Criterion |  Facilitation Power Interest Grid |  Operations Failure Mode and Effects Analysis |  Facilitation Stakeholder Mapping |  Facilitation Alignment Mapping |
|---|---|---|---|---|
Purposedifferent | 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. | For a process, product, or service with noticeable failure risks, the method assesses possible failure modes in advance. It directs attention to combinations of occurrence, effect, and detectability. | 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 several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. |
Complexitydifferent | Low | High | Low | Medium |
Timedifferent | 30-60 min | 2-6 h | 60–90 min | 1-2 h |
Participantsdifferent | 2-8 | 3-10 | 2-8 | 4-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Power Interest Grid, Strategy per Stakeholder | FMEA Table, Risk Priority, Mitigation Actions | Stakeholder Map, Engagement Plan, Risk Notes | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | StakeholdersFacilitationAlignmentPlanning | RiskQualityOperationsRoot cause | StakeholdersAlignmentFacilitationChange | AlignmentStakeholdersStrategyFacilitation |