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| Criterion |  Facilitation Stakeholder Salience Model |  Product Strategy Impact Mapping |  Delivery Communication Plan |  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 a goal needs to be connected to several possible paths, it shows chains of impact instead of feature lists. It connects business goal, behavior change, and measures. | When many people need to be informed in parallel and messages would otherwise arrive unevenly or too late, a Communication Plan orders communication reliably. Channels, audiences, and cadences interlock so important information doesn't get lost. | 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 | Medium | Low | Low |
Timedifferent | 60-90 min | 45-90 min | 45-90 min | 60–90 min |
Participantsdifferent | 3-6 | 3-8 | 2-6 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Salience Diagram, Strategy per Class | Impact Map, Outcome Hypotheses, Delivery Options | Communication Plan, Channel Matrix, Message Cadence | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | StakeholdersFacilitationAlignmentGovernance | OutcomesStrategyBehaviorPlanning | CommunicationStakeholdersDeliveryPlanning | StakeholdersAlignmentFacilitationChange |