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| Criterion |  Facilitation Stakeholder Salience Model |  Knowledge Modeling Knowledge Mapping |  Agile ROAM Board |  Facilitation Power Interest Grid |
|---|---|---|---|---|
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. | Knowledge Mapping makes knowledge, gaps, and transfer paths visible across a field. It fits when expertise should not just exist but also be findable and transferable. | 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 many stakeholders compete for attention at once, the Power Interest Grid sorts them by influence and stake. It turns individual contributions into a visible selection. The result is captured as a Power Interest Grid and a stakeholder-specific strategy. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | 60-90 min | 1-3 h | 20-40 min initial, dann laufend | 30-60 min |
Participantsdifferent | 3-6 | 3-12 | 3-15 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Salience Diagram, Strategy per Class | Knowledge Map, Critical Knowledge Areas, Transfer Plan | ROAM Board, Owner List | Power Interest Grid, Strategy per Stakeholder |
Tagsno overlap | StakeholdersFacilitationAlignmentGovernance | KnowledgeMappingRisk | RiskAgileTrackingAlignment | StakeholdersFacilitationAlignmentPlanning |