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| Criterion |  Facilitation Stakeholder Salience Model |  Business Strategy McKinsey 7S |  Operations Change Analysis |  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. | McKinsey 7S checks whether Strategy, Structure, Systems, Shared Values, Skills, Style, and Staff fit together. Organizational misalignments become visible across multiple levers as a result. | For a deviation after a change, the method isolates the influence of the altered condition. It narrows down which differences are relevant and which are just accompanying noise. | 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 | Medium | Low |
Timedifferent | 60-90 min | 2-4 h | 45-120 min | 60–90 min |
Participantsdifferent | 3-6 | 3-12 | 2-6 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Salience Diagram, Strategy per Class | 7S Assessment, Alignment Gaps, Change Actions | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | StakeholdersFacilitationAlignmentGovernance | OrganizationStrategyAlignmentChange | ChangeRoot causeTroubleshootingComparison | StakeholdersAlignmentFacilitationChange |