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| Criterion |  Facilitation Six Thinking Hats |  Facilitation Alignment Mapping |  Facilitation Decision Jam |  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 a decision is stuck, Decision Jam loosens the knot through structured separation of problem, idea, and selection. The format creates movement without jumping prematurely at the first seemingly elegant answer. | 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. |
Complexitydifferent | Medium | Medium | Low | Medium |
Timedifferent | 45-90 min | 1-2 h | 60-90 min | 60-90 min |
Participantsdifferent | 4-12 | 4-12 | 4-10 | 3-6 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Perspective Notes, Decision Inputs, Action Items | Alignment Map, Open Issues, Decision Questions | Problem Cluster, Prioritized Challenge, Experiment | Salience Diagram, Strategy per Class |
Tags1 shared | FacilitationOptionsDecision | AlignmentStakeholdersStrategyFacilitation | FacilitationDecisionProblem solvingWorkshop | StakeholdersFacilitationAlignmentGovernance |