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| Criterion |  Facilitation Stakeholder Salience Model |  Operations ALPEN Method |  Operations Pomodoro Technique |  Facilitation Alignment 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. | 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. | For easily distracted solo work, the method sets clear time boundaries for concentrated work. It protects attention when large tasks would otherwise fall apart into small avoidance moves. | 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. |
Complexitydifferent | Medium | Low | Low | Medium |
Timedifferent | 60-90 min | 10-20 min daily | 25 min Zyklen | 1-2 h |
Participantsdifferent | 3-6 | 1 | 1 | 4-12 |
Formatdifferent | Workshop | Async | Async | Workshop |
Outputdifferent | Salience Diagram, Strategy per Class | Daily Plan, Time Estimates, Review Notes | Focus Sessions, Task Progress, Interruption Notes | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | StakeholdersFacilitationAlignmentGovernance | PlanningTime managementProductivityOperations | FocusTime managementProductivityExecution | AlignmentStakeholdersStrategyFacilitation |