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| Criterion |  Facilitation Stakeholder Salience Model |  Operations ALPEN Method |  Facilitation Stakeholder Mapping |  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. | 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 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 | Low | Low | Low |
Timedifferent | 60-90 min | 10-20 min daily | 60–90 min | 30-60 min |
Participantsdifferent | 3-6 | 1 | 2-8 | 2-8 |
Formatdifferent | Workshop | Async | Workshop + async | Workshop |
Outputdifferent | Salience Diagram, Strategy per Class | Daily Plan, Time Estimates, Review Notes | Stakeholder Map, Engagement Plan, Risk Notes | Power Interest Grid, Strategy per Stakeholder |
Tagsno overlap | StakeholdersFacilitationAlignmentGovernance | PlanningTime managementProductivityOperations | StakeholdersAlignmentFacilitationChange | StakeholdersFacilitationAlignmentPlanning |