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| Criterion |  Facilitation Stakeholder Salience Model |  Facilitation Alignment Mapping |  Systems Thinking CATWOE Analysis |  Facilitation Stakeholder Mapping |
|---|---|---|---|---|
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. | CATWOE structures a problem from six viewpoints and prevents too narrow a view of the situation. Different experiences of the system become comparably discussable this way. | 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. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | 60-90 min | 1-2 h | 45-90 min | 60–90 min |
Participantsdifferent | 3-6 | 4-12 | 3-8 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Salience Diagram, Strategy per Class | Alignment Map, Open Issues, Decision Questions | CATWOE Canvas, Root Definition, Stakeholder Perspectives, Constraints | Stakeholder Map, Engagement Plan, Risk Notes |
Tags1 shared | StakeholdersFacilitationAlignmentGovernance | AlignmentStakeholdersStrategyFacilitation | Systems thinkingFramingStakeholders | StakeholdersAlignmentFacilitationChange |