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| Criterion |  Decision Making Radar |  Facilitation Stakeholder Salience Model |  Facilitation Stakeholder Mapping |  Facilitation Consensus Workshop |
|---|---|---|---|---|
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 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. | When a group needs a solid decision without outvoting individual factions, a Consensus Workshop creates a negotiable common ground. It makes agreement, reservations, and open tensions discussable at the same time. |
Complexitydifferent | Medium | Medium | Low | Medium |
Timedifferent | 1-2 h | 60-90 min | 60–90 min | 1-3 h |
Participantsdifferent | 2-10 | 3-6 | 2-8 | 5-30 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Radar Map, Capability Scores, Action Areas | Salience Diagram, Strategy per Class | Stakeholder Map, Engagement Plan, Risk Notes | Consensus Clusters, Theme Titles, Priority Areas |
Tagsno overlap | AssessmentPortfolioCapability | StakeholdersFacilitationAlignmentGovernance | StakeholdersAlignmentFacilitationChange | FacilitationConsensusWorkshopAlignment |