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| Criterion |  Operations Process Mapping |  Facilitation Power Interest Grid |  Facilitation Stakeholder Salience Model |  Operations After-Action Review |
|---|---|---|---|---|
Purposedifferent | With a confusing workflow that has many handoffs, the method makes the actual process visible. It shows where work is passed on, delayed, or duplicated, so improvement targets the right spots. | 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. | After missions or project phases with unclear outcomes, the method makes visible what actually happened and what can be learned from it. It separates course, effect, and causes so experience turns into solid improvement. |
Complexitydifferent | Medium | Low | Medium | Low |
Timedifferent | 1-3 h | 30-60 min | 60-90 min | 20-45 min |
Participantsdifferent | 3-10 | 2-8 | 3-6 | 3-12 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | Power Interest Grid, Strategy per Stakeholder | Salience Diagram, Strategy per Class | Lessons learned, Action items, Event summary |
Tagsno overlap | ProcessOperationsImprovement | StakeholdersFacilitationAlignmentPlanning | StakeholdersFacilitationAlignmentGovernance | LearningOperationsImprovement |