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| Criterion |  Facilitation Stakeholder Mapping |  Facilitation Mind Mapping |  Facilitation Stakeholder Salience Model |  Facilitation Alignment Mapping |
|---|---|---|---|---|
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 topic is still unclear and too many thoughts surface at once, Mind Mapping creates an open surface for ordering them. It makes connections, subtopics, and starting points visible without fixing them too early. | 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. | When several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. |
Complexitydifferent | Low | Low | Medium | Medium |
Timedifferent | 60–90 min | 15-45 min | 60-90 min | 1-2 h |
Participantsdifferent | 2-8 | 1-10 | 3-6 | 4-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Stakeholder Map, Engagement Plan, Risk Notes | Mind Map, Topic Clusters, Open Questions | Salience Diagram, Strategy per Class | Alignment Map, Open Issues, Decision Questions |
Tags1 shared | StakeholdersAlignmentFacilitationChange | BrainstormingIdeasMappingStructureFacilitation | StakeholdersFacilitationAlignmentGovernance | AlignmentStakeholdersStrategyFacilitation |