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| Criterion |  Facilitation Stakeholder Salience Model |  Facilitation Alignment Mapping |  Business Strategy VRIO Framework |  Facilitation Power Interest Grid |
|---|---|---|---|---|
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. | The VRIO Framework rates resources and capabilities on whether they are Valuable, Rare, Inimitable, and Organized. It compares strengths, risks, market logic, and courses of action. The result is captured as a VRIO table and strategic actions. | When many stakeholders compete for attention at once, the Power Interest Grid sorts them by influence and stake. It turns individual contributions into a visible selection. The result is captured as a Power Interest Grid and a stakeholder-specific strategy. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | 60-90 min | 1-2 h | 90-180 min | 30-60 min |
Participantsdifferent | 3-6 | 4-12 | 3-6 | 2-8 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Salience Diagram, Strategy per Class | Alignment Map, Open Issues, Decision Questions | VRIO Table, Strategic Actions | Power Interest Grid, Strategy per Stakeholder |
Tagsno overlap | StakeholdersFacilitationAlignmentGovernance | AlignmentStakeholdersStrategyFacilitation | StrategyDiagnosisBusiness modelCapability | StakeholdersFacilitationAlignmentPlanning |