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| Criterion |  Facilitation Stakeholder Salience Model |  Business Strategy GAP Analysis |  Facilitation 3-Circle Venn Diagram |  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. | GAP Analysis compares the current state with a target picture and makes the distance manageable. It becomes useful when, ahead of new initiatives, it must become clear which capabilities, processes, or resources are missing. | When three perspectives matter at the same time, a Three-Circle Venn Diagram shows the overlaps and remainders precisely. It makes visible where shared effect arises and where only a partial perspective applies. | 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 | 1-3 h | 15-45 min | 1-2 h |
Participantsdifferent | 3-6 | 2-8 | 2-8 | 4-12 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Salience Diagram, Strategy per Class | Gap Matrix, Action Plan, Risk Notes | Venn Diagram, Overlap Notes, Differentiators | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | StakeholdersFacilitationAlignmentGovernance | StrategyAnalysisPlanning | ComparisonFacilitationAlignment | AlignmentStakeholdersStrategyFacilitation |