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| Criterion |  Facilitation Problem Framing Workshop |  Facilitation Storytelling |  Facilitation Power Interest Grid |  Facilitation Stakeholder Mapping |
|---|---|---|---|---|
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 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 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. |
Complexitydifferent | Low | Medium | Low | Low |
Timedifferent | 60-120 min | 45-120 min | 30-60 min | 60–90 min |
Participantsdifferent | 4-10 | 1-6 | 2-8 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Problem Statement, Scope Boundaries, Assumption List, Next Analysis Questions | Narrative Outline, Key Message, Story Arc | Power Interest Grid, Strategy per Stakeholder | Stakeholder Map, Engagement Plan, Risk Notes |
Tags1 shared | FacilitationAlignmentDiscovery | CommunicationNarrativeStakeholdersFacilitation | StakeholdersFacilitationAlignmentPlanning | StakeholdersAlignmentFacilitationChange |