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| Criterion |  Facilitation Six Thinking Hats |  Facilitation Alignment Mapping |  Agile Affinity Estimation |  Facilitation Stakeholder Salience Model |
|---|---|---|---|---|
Purposedifferent | When a topic gets stuck too quickly in the same thinking mode, Six Thinking Hats deliberately separates the perspectives. This means facts, risks, creativity, and emotional signals get worked through one after another instead of mixed together. | 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 many tasks need to be classified quickly, it sorts them by perceived effort and similarity. It reduces the effort of fine-grained estimation for large volumes. | 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. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 45-90 min | 1-2 h | 30-90 min | 60-90 min |
Participantsdifferent | 4-12 | 4-12 | 3-12 | 3-6 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Perspective Notes, Decision Inputs, Action Items | Alignment Map, Open Issues, Decision Questions | Affinity Size Map, Grouped Estimates, Unclear Items | Salience Diagram, Strategy per Class |
Tagsno overlap | FacilitationOptionsDecision | AlignmentStakeholdersStrategyFacilitation | EstimationBacklogRelative sizing | StakeholdersFacilitationAlignmentGovernance |