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| Criterion |  Facilitation Stakeholder Salience Model |  Operations Gemba Walk |  Facilitation Stakeholder Mapping |  Facilitation 3-Circle Venn Diagram |
|---|---|---|---|---|
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 there is uncertainty about the real course of a process, the method brings observation to the place where work happens. It combines perception, follow-up questions, and process knowledge so decisions rest on actual workflows instead of assumptions. | 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 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. |
Complexitydifferent | Medium | Low | Low | Low |
Timedifferent | 60-90 min | 30-120 min | 60–90 min | 15-45 min |
Participantsdifferent | 3-6 | 2-6 | 2-8 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Salience Diagram, Strategy per Class | Observation Notes, Improvement Ideas | Stakeholder Map, Engagement Plan, Risk Notes | Venn Diagram, Overlap Notes, Differentiators |
Tagsno overlap | StakeholdersFacilitationAlignmentGovernance | LeanObservationProcessOperations | StakeholdersAlignmentFacilitationChange | ComparisonFacilitationAlignment |