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| Criterion |  Facilitation Six Thinking Hats |  Facilitation Stakeholder Mapping |  Facilitation Power Interest Grid |  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 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. | When many stakeholders compete for attention at once, the Power Interest Grid sorts them by influence and stake. It turns individual contributions into a visible selection. The result is captured as a Power Interest Grid and a stakeholder-specific strategy. | 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 | Low | Medium |
Timedifferent | 45-90 min | 60–90 min | 30-60 min | 60-90 min |
Participantsdifferent | 4-12 | 2-8 | 2-8 | 3-6 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Perspective Notes, Decision Inputs, Action Items | Stakeholder Map, Engagement Plan, Risk Notes | Power Interest Grid, Strategy per Stakeholder | Salience Diagram, Strategy per Class |
Tags1 shared | FacilitationOptionsDecision | StakeholdersAlignmentFacilitationChange | StakeholdersFacilitationAlignmentPlanning | StakeholdersFacilitationAlignmentGovernance |