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| Criterion |  Facilitation Stakeholder Mapping |  Facilitation Expectation Mapping |  Facilitation Storytelling |  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 an insight needs to have an effect, storytelling translates dry facts into a comprehensible development. It combines context, tension, and consequence into a form that people remember and pass on more easily. | 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 | 45-90 min | 45-120 min | 60-90 min |
Participantsdifferent | 2-8 | 3-12 | 1-6 | 3-6 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Stakeholder Map, Engagement Plan, Risk Notes | Expectation Map, Alignment Notes, Agreements | Narrative Outline, Key Message, Story Arc | Salience Diagram, Strategy per Class |
Tags1 shared | StakeholdersAlignmentFacilitationChange | AlignmentStakeholdersTeam | CommunicationNarrativeStakeholdersFacilitation | StakeholdersFacilitationAlignmentGovernance |