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| Criterion |  Facilitation Stakeholder Mapping |  Knowledge Modeling Teach-back |  Facilitation Stakeholder Salience Model |  Facilitation Storytelling |
|---|---|---|---|---|
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 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 an insight needs to have an effect, storytelling translates dry facts into a comprehensible development. It combines context, tension, and consequence into a form that people remember and pass on more easily. |
Complexitydifferent | Low | Low | Medium | Medium |
Timedifferent | 60–90 min | 5-20 min | 60-90 min | 45-120 min |
Participantsdifferent | 2-8 | 2-8 | 3-6 | 1-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Stakeholder Map, Engagement Plan, Risk Notes | Understanding Check, Clarification Notes, Learning Gaps | Salience Diagram, Strategy per Class | Narrative Outline, Key Message, Story Arc |
Tagsno overlap | StakeholdersAlignmentFacilitationChange | LearningUnderstandingCommunication | StakeholdersFacilitationAlignmentGovernance | CommunicationNarrativeStakeholdersFacilitation |