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| Criterion |  Facilitation Stakeholder Salience Model |  Innovation Brainstorming |  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. | When a team faces an open question with many obvious directions, the method first creates breadth instead of premature commitment. It separates idea flow from evaluation and makes lines of thought visible, creating a pool for selection and further development. | 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 | Medium |
Timedifferent | 60-90 min | 30-60 min | 1-2 h |
Participantsdifferent | 3-6 | 4-12 | 4-12 |
Formatsame | Workshop | Workshop | Workshop |
Outputdifferent | Salience Diagram, Strategy per Class | Idea pool, Theme clusters, Shortlist | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | StakeholdersFacilitationAlignmentGovernance | BrainstormingIdeationCreativityWorkshopDivergence | AlignmentStakeholdersStrategyFacilitation |
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