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| Criterion |  Facilitation Stakeholder Mapping |  Decision Making Pre-Mortem |  Facilitation Six Thinking Hats |  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 early initiatives with many uncertainties, planning quickly turns too optimistic. A pre-mortem makes the expected failure visible in advance and sharpens the view of causes, gaps, and countermeasures. | When a topic gets stuck too quickly in the same thinking mode, Six Thinking Hats deliberately separates the perspectives. This means facts, risks, creativity, and emotional signals get worked through one after another instead of mixed together. | 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 | 20–45 min | 45-90 min | 60-90 min |
Participantsdifferent | 2-8 | Small cross-functional group | 4-12 | 3-6 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Stakeholder Map, Engagement Plan, Risk Notes | Risk list, Mitigation plan, Assumption log | Perspective Notes, Decision Inputs, Action Items | Salience Diagram, Strategy per Class |
Tagsno overlap | StakeholdersAlignmentFacilitationChange | RiskDecisionFailurePlanning | FacilitationOptionsDecision | StakeholdersFacilitationAlignmentGovernance |