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| Criterion |  Facilitation Six Thinking Hats |  Facilitation Question Burst |  Facilitation Alignment Mapping |  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 a problem gets covered up too quickly with answers, Question Burst puts the better question at the center. The format opens the thinking space before the group commits to an interpretation. | 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 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 | Medium |
Timedifferent | 45-90 min | 15-30 min | 1-2 h | 60-90 min |
Participantsdifferent | 4-12 | 2-8 | 4-12 | 3-6 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Perspective Notes, Decision Inputs, Action Items | Question List, Reframed Challenge, Learning Prompts | Alignment Map, Open Issues, Decision Questions | Salience Diagram, Strategy per Class |
Tags1 shared | FacilitationOptionsDecision | QuestionsReframingFacilitationSensemaking | AlignmentStakeholdersStrategyFacilitation | StakeholdersFacilitationAlignmentGovernance |