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| Criterion |  Facilitation Problem Framing Workshop |  Facilitation Power Interest Grid |  Facilitation Storytelling |  Delivery Communication Plan |
|---|---|---|---|---|
Purposedifferent | When a team works on symptoms but the real question stays fuzzy, a Problem Framing Workshop sharpens the view of the right problem. It separates observation, interpretation, and target picture from each other. | 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 insight needs to have an effect, storytelling translates dry facts into a comprehensible development. It combines context, tension, and consequence into a form that people remember and pass on more easily. | When many people need to be informed in parallel and messages would otherwise arrive unevenly or too late, a Communication Plan orders communication reliably. Channels, audiences, and cadences interlock so important information doesn't get lost. |
Complexitydifferent | Low | Low | Medium | Low |
Timedifferent | 60-120 min | 30-60 min | 45-120 min | 45-90 min |
Participantsdifferent | 4-10 | 2-8 | 1-6 | 2-6 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Problem Statement, Scope Boundaries, Assumption List, Next Analysis Questions | Power Interest Grid, Strategy per Stakeholder | Narrative Outline, Key Message, Story Arc | Communication Plan, Channel Matrix, Message Cadence |
Tagsno overlap | FacilitationAlignmentDiscovery | StakeholdersFacilitationAlignmentPlanning | CommunicationNarrativeStakeholdersFacilitation | CommunicationStakeholdersDeliveryPlanning |