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| Criterion |  Facilitation Six Thinking Hats |  Delivery Communication Plan |  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 many people need to be informed in parallel and messages would otherwise arrive unevenly or too late, a Communication Plan orders communication reliably. Channels, audiences, and cadences interlock so important information doesn't get lost. | 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 | Low | Medium |
Timedifferent | 45-90 min | 45-90 min | 60-90 min |
Participantsdifferent | 4-12 | 2-6 | 3-6 |
Formatdifferent | Workshop | Workshop + async | Workshop |
Outputdifferent | Perspective Notes, Decision Inputs, Action Items | Communication Plan, Channel Matrix, Message Cadence | Salience Diagram, Strategy per Class |
Tagsno overlap | FacilitationOptionsDecision | CommunicationStakeholdersDeliveryPlanning | StakeholdersFacilitationAlignmentGovernance |
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