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| Criterion |  Facilitation Stakeholder Mapping |  Decision Making Decision Rights Mapping |  Facilitation Decision Jam |  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. | In organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. | When a decision is stuck, Decision Jam loosens the knot through structured separation of problem, idea, and selection. The format creates movement without jumping prematurely at the first seemingly elegant answer. | 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 | Low | Medium |
Timedifferent | 60–90 min | 90-180 min | 60-90 min | 60-90 min |
Participantsdifferent | 2-8 | 4-12 | 4-10 | 3-6 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Stakeholder Map, Engagement Plan, Risk Notes | Decision Rights Matrix, Agreement | Problem Cluster, Prioritized Challenge, Experiment | Salience Diagram, Strategy per Class |
Tagsno overlap | StakeholdersAlignmentFacilitationChange | DecisionGovernanceAlignmentResponsibility | FacilitationDecisionProblem solvingWorkshop | StakeholdersFacilitationAlignmentGovernance |