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| Criterion |  Facilitation Stakeholder Mapping |  Facilitation Stakeholder Salience Model |  Decision Making RAPID |  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 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. | In complex management decisions, clarity is often missing about who recommends, who agrees, and who makes the decision. RAPID creates this assignment and stabilizes decisions across several levels. | 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 | Medium | Medium | Medium |
Timedifferent | 60–90 min | 60-90 min | 45-90 min | 1-2 h |
Participantsdifferent | 2-8 | 3-6 | 3-12 | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Stakeholder Map, Engagement Plan, Risk Notes | Salience Diagram, Strategy per Class | RAPID Role Map, Recommendation, Decision Log | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | StakeholdersAlignmentFacilitationChange | StakeholdersFacilitationAlignmentGovernance | DecisionRolesGovernance | AlignmentStakeholdersStrategyFacilitation |