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| Criterion |  Decision Making Radar |  Facilitation Stakeholder Salience Model |  Facilitation Expectation Mapping |  Facilitation Stakeholder Mapping |
|---|---|---|---|---|
Purposedifferent | When capabilities, maturity levels, or market positions need to be compared across several dimensions, overview is easily lost. Radar brings different characteristics into a shared picture and shows patterns faster than tables do. | 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 roles, interfaces, or projects fail because of differing expectations, Expectation Mapping surfaces these differences. It shows what each side takes for granted and where the pictures diverge. | 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 | Medium | Medium | Low | Low |
Timedifferent | 1-2 h | 60-90 min | 45-90 min | 60–90 min |
Participantsdifferent | 2-10 | 3-6 | 3-12 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Radar Map, Capability Scores, Action Areas | Salience Diagram, Strategy per Class | Expectation Map, Alignment Notes, Agreements | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | AssessmentPortfolioCapability | StakeholdersFacilitationAlignmentGovernance | AlignmentStakeholdersTeam | StakeholdersAlignmentFacilitationChange |