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| Criterion |  Operations Process Mapping |  Facilitation Stakeholder Salience Model |  Facilitation Power Interest Grid |  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 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 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. | 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 | Medium | Low | Low |
Timedifferent | 1-3 h | 60-90 min | 30-60 min | 20-45 min |
Participantsdifferent | 3-10 | 3-6 | 2-8 | 3-12 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | Salience Diagram, Strategy per Class | Power Interest Grid, Strategy per Stakeholder | Lessons learned, Action items, Event summary |
Tagsno overlap | ProcessOperationsImprovement | StakeholdersFacilitationAlignmentGovernance | StakeholdersFacilitationAlignmentPlanning | LearningOperationsImprovement |