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| Criterion |  Facilitation Stakeholder Salience Model |  Facilitation Alignment Mapping |  Operations ALPEN Method |  Delivery Communication Plan |
|---|---|---|---|---|
Purposedifferent | 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. | With an overloaded day full of too many tasks, a realistic picture of the day emerges. The method connects estimating, deciding, and buffer thinking so planning fits available energy and time. | When many people need to be informed in parallel and messages would otherwise arrive unevenly or too late, a Communication Plan orders communication reliably. Channels, audiences, and cadences interlock so important information doesn't get lost. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | 60-90 min | 1-2 h | 10-20 min daily | 45-90 min |
Participantsdifferent | 3-6 | 4-12 | 1 | 2-6 |
Formatdifferent | Workshop | Workshop | Async | Workshop + async |
Outputdifferent | Salience Diagram, Strategy per Class | Alignment Map, Open Issues, Decision Questions | Daily Plan, Time Estimates, Review Notes | Communication Plan, Channel Matrix, Message Cadence |
Tagsno overlap | StakeholdersFacilitationAlignmentGovernance | AlignmentStakeholdersStrategyFacilitation | PlanningTime managementProductivityOperations | CommunicationStakeholdersDeliveryPlanning |