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| Criterion |  Facilitation Stakeholder Salience Model |  Decision Making Decision Rights Mapping |  Agile ROAM Board |  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. | In organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. | When work needs to move between different states or columns, it makes that movement and its handoffs legible. It sorts work by value, risk, and delivery ability. The result is captured as a ROAM Board and an Owner List. | 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 | Medium | Low | Medium |
Timedifferent | 60-90 min | 90-180 min | 20-40 min initial, dann laufend | 1-2 h |
Participantsdifferent | 3-6 | 4-12 | 3-15 | 4-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Salience Diagram, Strategy per Class | Decision Rights Matrix, Agreement | ROAM Board, Owner List | Alignment Map, Open Issues, Decision Questions |
Tags1 shared | StakeholdersFacilitationAlignmentGovernance | DecisionGovernanceAlignmentResponsibility | RiskAgileTrackingAlignment | AlignmentStakeholdersStrategyFacilitation |