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| Criterion |  Facilitation Stakeholder Mapping |  Systems Thinking Leverage Points |  Facilitation 3-Circle Venn Diagram |  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. | Leverage Points show exactly where interventions in a system produce a disproportionate effect. It draws relationships, patterns, and feedback loops. The result is captured as a leverage map and action strategy. | When three perspectives matter at the same time, a Three-Circle Venn Diagram shows the overlaps and remainders precisely. It makes visible where shared effect arises and where only a partial perspective applies. | 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 | High | Low | Medium |
Timedifferent | 60–90 min | Half day | 15-45 min | 60-90 min |
Participantsdifferent | 2-8 | 3-12 | 2-8 | 3-6 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Stakeholder Map, Engagement Plan, Risk Notes | Leverage Map, Action Strategy | Venn Diagram, Overlap Notes, Differentiators | Salience Diagram, Strategy per Class |
Tagsno overlap | StakeholdersAlignmentFacilitationChange | Systems thinkingChangeStrategy | ComparisonFacilitationAlignment | StakeholdersFacilitationAlignmentGovernance |