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| Criterion |  Facilitation Stakeholder Mapping |  Knowledge Modeling Teach-back |  Facilitation Alignment Mapping |  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. | Teach-back checks whether an explanation actually got through to the other person. The method makes misunderstandings visible early and strengthens shared understanding in advisory and learning situations. | 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. | 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 | 5-20 min | 1-2 h | 60-90 min |
Participantsdifferent | 2-8 | 2-8 | 4-12 | 3-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Stakeholder Map, Engagement Plan, Risk Notes | Understanding Check, Clarification Notes, Learning Gaps | Alignment Map, Open Issues, Decision Questions | Salience Diagram, Strategy per Class |
Tagsno overlap | StakeholdersAlignmentFacilitationChange | LearningUnderstandingCommunication | AlignmentStakeholdersStrategyFacilitation | StakeholdersFacilitationAlignmentGovernance |