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| Criterion |  Facilitation Stakeholder Mapping |  Facilitation Consensus Workshop |  Innovation Contradiction Analysis |  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. | When a group needs a solid decision without outvoting individual factions, a Consensus Workshop creates a negotiable common ground. It makes agreement, reservations, and open tensions discussable at the same time. | When a system should improve while another measure suffers as a result, the method makes the underlying conflict precisely formulable. It separates the desired effect from its side effect. This makes solutions possible that address the contradiction deliberately instead of half-heartedly. | 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 | Medium | Medium | Medium |
Timedifferent | 60–90 min | 1-3 h | 60-120 min | 60-90 min |
Participantsdifferent | 2-8 | 5-30 | 2-8 | 3-6 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Stakeholder Map, Engagement Plan, Risk Notes | Consensus Clusters, Theme Titles, Priority Areas | Contradiction Statement, Abstraction Notes, Solution Principles, Concept Ideas | Salience Diagram, Strategy per Class |
Tagsno overlap | StakeholdersAlignmentFacilitationChange | FacilitationConsensusWorkshopAlignment | ContradictionsInnovationProblem solving | StakeholdersFacilitationAlignmentGovernance |