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| Criterion |  Facilitation Stakeholder Salience Model |  Facilitation Alignment Mapping |  Business Strategy McKinsey 7S |  Facilitation Consensus Workshop |
|---|---|---|---|---|
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. | McKinsey 7S checks whether Strategy, Structure, Systems, Shared Values, Skills, Style, and Staff fit together. Organizational misalignments become visible across multiple levers as a result. | When a group needs a solid decision without outvoting individual factions, a Consensus Workshop creates a negotiable common ground. It makes agreement, reservations, and open tensions discussable at the same time. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 60-90 min | 1-2 h | 2-4 h | 1-3 h |
Participantsdifferent | 3-6 | 4-12 | 3-12 | 5-30 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Salience Diagram, Strategy per Class | Alignment Map, Open Issues, Decision Questions | 7S Assessment, Alignment Gaps, Change Actions | Consensus Clusters, Theme Titles, Priority Areas |
Tags1 shared | StakeholdersFacilitationAlignmentGovernance | AlignmentStakeholdersStrategyFacilitation | OrganizationStrategyAlignmentChange | FacilitationConsensusWorkshopAlignment |