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| Criterion |  Facilitation Stakeholder Salience Model |  Business Strategy McKinsey 7S |  Delivery Communication Plan |  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. | 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. | 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 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 | 2-4 h | 45-90 min | 30-60 min |
Participantsdifferent | 3-6 | 3-12 | 2-6 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Salience Diagram, Strategy per Class | 7S Assessment, Alignment Gaps, Change Actions | Communication Plan, Channel Matrix, Message Cadence | Power Interest Grid, Strategy per Stakeholder |
Tagsno overlap | StakeholdersFacilitationAlignmentGovernance | OrganizationStrategyAlignmentChange | CommunicationStakeholdersDeliveryPlanning | StakeholdersFacilitationAlignmentPlanning |