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| Criterion |  Facilitation Stakeholder Mapping |  Facilitation Expectation Mapping |  Delivery Communication Plan |  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 roles, interfaces, or projects fail because of differing expectations, Expectation Mapping surfaces these differences. It shows what each side takes for granted and where the pictures diverge. | When many people need to be informed in parallel and messages would otherwise arrive unevenly or too late, a Communication Plan orders communication reliably. Channels, audiences, and cadences interlock so important information doesn't get lost. | 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 | Low | Medium |
Timedifferent | 60–90 min | 45-90 min | 45-90 min | 60-90 min |
Participantsdifferent | 2-8 | 3-12 | 2-6 | 3-6 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Stakeholder Map, Engagement Plan, Risk Notes | Expectation Map, Alignment Notes, Agreements | Communication Plan, Channel Matrix, Message Cadence | Salience Diagram, Strategy per Class |
Tags1 shared | StakeholdersAlignmentFacilitationChange | AlignmentStakeholdersTeam | CommunicationStakeholdersDeliveryPlanning | StakeholdersFacilitationAlignmentGovernance |