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| Criterion |  Facilitation Stakeholder Salience Model |  Facilitation Alignment Mapping |  Product Strategy KPI Tree |  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. | When metrics across the organization drift apart, it arranges drivers and effects under one shared logic. It connects customer value, product logic, and decision priorities. The result is captured as a KPI tree and owner list. | 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 | 90-180 min initial, dann laufend | 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 | KPI Tree, Owner List | Stakeholder Map, Engagement Plan, Risk Notes |
Tags1 shared | StakeholdersFacilitationAlignmentGovernance | AlignmentStakeholdersStrategyFacilitation | MetricsStrategyAlignmentMeasurement | StakeholdersAlignmentFacilitationChange |