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| Criterion |  Facilitation Stakeholder Salience Model |  Systems Thinking Leverage Points |  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. | Leverage Points show exactly where interventions in a system produce a disproportionate effect. It draws relationships, patterns, and feedback loops. The result is captured as a leverage map and action strategy. | 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 | High | Low | Low |
Timedifferent | 60-90 min | Half day | 60–90 min | 15-45 min |
Participantsdifferent | 3-6 | 3-12 | 2-8 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Salience Diagram, Strategy per Class | Leverage Map, Action Strategy | Stakeholder Map, Engagement Plan, Risk Notes | Venn Diagram, Overlap Notes, Differentiators |
Tagsno overlap | StakeholdersFacilitationAlignmentGovernance | Systems thinkingChangeStrategy | StakeholdersAlignmentFacilitationChange | ComparisonFacilitationAlignment |