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| Criterion |  Facilitation Stakeholder Salience Model |  Agile Ideal Days |  Facilitation Alignment Mapping |  Facilitation Stakeholder 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 effort needs to be thought of as real working time, it offers a simple common denominator for comparison. It sorts work by value, risk, and delivery ability. The result is captured as Ideal Day Estimates, Assumption Notes, and Capacity Caveats. | 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. | 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. |
Complexitydifferent | Medium | Low | Medium | Low |
Timedifferent | 60-90 min | 15-60 min | 1-2 h | 60–90 min |
Participantsdifferent | 3-6 | 2-9 | 4-12 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Salience Diagram, Strategy per Class | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Alignment Map, Open Issues, Decision Questions | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | StakeholdersFacilitationAlignmentGovernance | EstimationEffortAgile | AlignmentStakeholdersStrategyFacilitation | StakeholdersAlignmentFacilitationChange |