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| Criterion |  Facilitation Power Interest Grid |  Facilitation Stakeholder Mapping |  Business Strategy GAP Analysis |  Facilitation Stakeholder Salience Model |
|---|---|---|---|---|
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. | 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. | GAP Analysis compares the current state with a target picture and makes the distance manageable. It becomes useful when, ahead of new initiatives, it must become clear which capabilities, processes, or resources are missing. | 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 | 30-60 min | 60–90 min | 1-3 h | 60-90 min |
Participantsdifferent | 2-8 | 2-8 | 2-8 | 3-6 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Power Interest Grid, Strategy per Stakeholder | Stakeholder Map, Engagement Plan, Risk Notes | Gap Matrix, Action Plan, Risk Notes | Salience Diagram, Strategy per Class |
Tagsno overlap | StakeholdersFacilitationAlignmentPlanning | StakeholdersAlignmentFacilitationChange | StrategyAnalysisPlanning | StakeholdersFacilitationAlignmentGovernance |