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| Criterion |  Facilitation Power Interest Grid |  Facilitation Stakeholder Salience Model |  Business Strategy Value Chain Analysis |
|---|---|---|---|
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. | Value Chain Analysis shows where value is created, costs accrue, and differentiation becomes possible along the process. It compares strengths, risks, market logic, and courses of action. The result is captured as a value-chain map and lever list. |
Complexitydifferent | Low | Medium | High |
Timedifferent | 30-60 min | 60-90 min | Half day |
Participantsdifferent | 2-8 | 3-6 | 3-8 |
Formatsame | Workshop | Workshop | Workshop |
Outputdifferent | Power Interest Grid, Strategy per Stakeholder | Salience Diagram, Strategy per Class | Value Chain Map, Lever List |
Tagsno overlap | StakeholdersFacilitationAlignmentPlanning | StakeholdersFacilitationAlignmentGovernance | StrategyBusiness modelDiagnosisAnalysis |
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Methods with strong topical overlap with the current selection, not yet in the comparison.
