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| Criterion |  Facilitation Power Interest Grid |  Facilitation Stakeholder Salience Model |  Product Strategy OKRs |  Facilitation Stakeholder 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. | 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 strategic direction needs to become measurable, it connects ambition with checkable results. It makes goals connectable to focus and review. | 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 | Medium | Medium | Low |
Timedifferent | 30-60 min | 60-90 min | 1-2 h Setup | 60–90 min |
Participantsdifferent | 2-8 | 3-6 | 2-20 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Power Interest Grid, Strategy per Stakeholder | Salience Diagram, Strategy per Class | OKR set, Measurement plan, Review cadence | Stakeholder Map, Engagement Plan, Risk Notes |
Tags1 shared | StakeholdersFacilitationAlignmentPlanning | StakeholdersFacilitationAlignmentGovernance | GoalsAlignmentOutcomesMeasurement | StakeholdersAlignmentFacilitationChange |