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| Criterion |  Facilitation Stakeholder Salience Model |  Business Strategy McKinsey 7S |  Facilitation Stakeholder Mapping |  Facilitation Consensus Workshop |
|---|---|---|---|---|
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 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 a group needs a solid decision without outvoting individual factions, a Consensus Workshop creates a negotiable common ground. It makes agreement, reservations, and open tensions discussable at the same time. |
Complexitydifferent | Medium | Medium | Low | Medium |
Timedifferent | 60-90 min | 2-4 h | 60–90 min | 1-3 h |
Participantsdifferent | 3-6 | 3-12 | 2-8 | 5-30 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Salience Diagram, Strategy per Class | 7S Assessment, Alignment Gaps, Change Actions | Stakeholder Map, Engagement Plan, Risk Notes | Consensus Clusters, Theme Titles, Priority Areas |
Tags1 shared | StakeholdersFacilitationAlignmentGovernance | OrganizationStrategyAlignmentChange | StakeholdersAlignmentFacilitationChange | FacilitationConsensusWorkshopAlignment |