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| Criterion |  Facilitation Stakeholder Salience Model |  Operations ALPEN Method |  Facilitation Stakeholder Mapping |  Delivery Communication Plan |
|---|---|---|---|---|
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. | 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. | When many people need to be informed in parallel and messages would otherwise arrive unevenly or too late, a Communication Plan orders communication reliably. Channels, audiences, and cadences interlock so important information doesn't get lost. |
Complexitydifferent | Medium | Low | Low | Low |
Timedifferent | 60-90 min | 10-20 min daily | 60–90 min | 45-90 min |
Participantsdifferent | 3-6 | 1 | 2-8 | 2-6 |
Formatdifferent | Workshop | Async | Workshop + async | Workshop + async |
Outputdifferent | Salience Diagram, Strategy per Class | Daily Plan, Time Estimates, Review Notes | Stakeholder Map, Engagement Plan, Risk Notes | Communication Plan, Channel Matrix, Message Cadence |
Tagsno overlap | StakeholdersFacilitationAlignmentGovernance | PlanningTime managementProductivityOperations | StakeholdersAlignmentFacilitationChange | CommunicationStakeholdersDeliveryPlanning |