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| Criterion |  Facilitation Power Interest Grid |  Facilitation Stakeholder Mapping |  Decision Making OODA Loop |  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. | In dynamic situations, decisions become outdated faster than they can be prepared. The OODA Loop holds observing, orienting, deciding, and acting together as a recurring rhythm so reaction does not slide into inertia. | 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 | 15-60 min je Zyklus | 60-90 min |
Participantsdifferent | 2-8 | 2-8 | 1-8 | 3-6 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Power Interest Grid, Strategy per Stakeholder | Stakeholder Map, Engagement Plan, Risk Notes | Situation Assessment, Decision Loop, Action Updates | Salience Diagram, Strategy per Class |
Tagsno overlap | StakeholdersFacilitationAlignmentPlanning | StakeholdersAlignmentFacilitationChange | DecisionChangeLearningStrategy | StakeholdersFacilitationAlignmentGovernance |