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| Criterion |  Facilitation Stakeholder Mapping |  Operations ALPEN Method |  Operations Getting Things Done |  Facilitation Stakeholder Salience Model |
|---|---|---|---|---|
Purposedifferent | 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. | With an overloaded day full of too many tasks, a realistic picture of the day emerges. The method connects estimating, deciding, and buffer thinking so planning fits available energy and time. | With many open commitments and ideas in daily life, a reliable external storage system emerges. The method relieves the mind so priority and context don't have to compete in memory. | 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 | Low | Low | Medium | Medium |
Timedifferent | 60–90 min | 10-20 min daily | 1-2 h Setup, laufend | 60-90 min |
Participantsdifferent | 2-8 | 1 | 1 | 3-6 |
Formatdifferent | Workshop + async | Async | Async | Workshop |
Outputdifferent | Stakeholder Map, Engagement Plan, Risk Notes | Daily Plan, Time Estimates, Review Notes | Action Lists, Project List, Review Routine | Salience Diagram, Strategy per Class |
Tagsno overlap | StakeholdersAlignmentFacilitationChange | PlanningTime managementProductivityOperations | ProductivityPlanningTasksExecution | StakeholdersFacilitationAlignmentGovernance |