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| Criterion |  Business Strategy Scenario Planning |  Facilitation Alignment Mapping |  Product Strategy Impact Mapping |  Facilitation Stakeholder Mapping |
|---|---|---|---|---|
Purposedifferent | Scenario Planning opens the view to several plausible futures instead of a single forecast. The method protects strategies from depending on too narrow an expected path. | When several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. | When a goal needs to be connected to several possible paths, it shows chains of impact instead of feature lists. It connects business goal, behavior change, and measures. | 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 | High | Medium | Medium | Low |
Timedifferent | 0.5-2 Tage | 1-2 h | 45-90 min | 60–90 min |
Participantsdifferent | 4-12 | 4-12 | 3-8 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Scenario Set, Strategic Implications, Robust Options | Alignment Map, Open Issues, Decision Questions | Impact Map, Outcome Hypotheses, Delivery Options | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | StrategyUncertaintyPlanning | AlignmentStakeholdersStrategyFacilitation | OutcomesStrategyBehaviorPlanning | StakeholdersAlignmentFacilitationChange |